Study of management practice in south Asia

Jahangirnagar University Department of Public Administration Master in Human Resource Development & Industrial Relations Instructor: Nusrat Jahan Arefin Assistant Professor Department of Public Administration Course: MHRDIR -501, Administrative thoughts and Management Theories Submission date: 01/04/2022 Assignment Topic: “Study of management practice in south Asia.” Submitted By: Julia Class ID: 220131 Batch: 16th Sultana 1|P a ge Table of Content NO 1 2 3 CONTENTS Introduction Management Practices and Business Performance Management Planning 4 Management Organizing 4 5 Management Leadership 5 6 Management Controlling 5 7 Management Development 5 The right practices of Management in South Asia Internal Dynamics of the Firm Management Practices 10 Management impact on performance in South Asia countries 11 Management Practice in Bangladesh 8 9 PAGE NO 3 3-4 4 5-6 6 6-7 8 12 Management Practices in India 9 13 Management practices in Bhutan 10 15 Management practices in Pakistan 10-11 16 Management Practices in Nepal 11 17 Management Practices in Sri Lanka 12 18 Conclusion 12 19 Reference 13 2|P a ge Introduction: The effectiveness of management practices has to be understood within the existing cultural, socio-political and economic framework of the context (Sethi, Namiki & Swanson, 1984).In increasingly competitive markets, local and global, the role of best management practices of companies is the most necessary topic. The best practices in management are unique, contextual and country-specific. Certain ways of organizing are culturally appropriate and effective than others, and there can be multiple ways rather than one way of organizing (Trompenaars & Turner, 1997). Management practices, policies and procedures are important as they provide structure, control, consistency, fairness, and reasonableness. They also ensure compliance with employment legislation and inform employees of their responsibilities and the company’s expectations. Management is a developed concept. It has tremendous in all sectors. In All counties, Management Practices have been studied extensively among Manufacturing, Service and Small Medium Enterprises. Management is a sophisticated process impacting on the performance of organizations by determining how organizational resources can be employed effectively and efficiently. Selecting proper strategies at the right time is also critical things to this process. This study show a significant contribution to the existing literature of administrative thought of Management in the all counties. This context is very little studies where we tried to know the impact of Management Practices on perceived in every business performance. Management Practices and Business Performance: Management practice is an approach to managing HR that supports long-term business goals with a strategic framework. Developing understanding of the process or processes by which people management practices have an impact on business performance and by which policy intention is turned into action. Currently, in all counties all multinational companies started to practice management in their organizations and currently spreading among all local companies too. Management is a function which integrates people, place and process within the built environment with the purpose of improving the quality of life of people and the productivity of the core business. Being a component of human resource development (HRD), management development has been accepted as an important mean of developing managers to make the best use of resources. The management of workforce and enhancement of capabilities and skills to be unique to the organization to meet the challenges of more complicated societal needs whilst creating new organization-specific understanding to be 3|P a ge competitive is considered as HRM practices (Brewster,Suutari, & Minbaeva, 2005). Noe et al. (2011) argued that human resource needs to be managed effectively as that would help to model the varying qualities of the employees to the positive direction and therefore it is very important. Management practices would have an impact on every performance. Empirical studies proved that the firms developed a mechanism to align management practices with business strategy showed excellent results. As per the study of management practices and systems support for the development and maintenance of competitive advantage for the firm. Management Planning All counties understands that Planning is a process which involves defining the organization’s goal, establishing an overall strategy for achieving those goals, and developing a comprehensive set of plans to integrate and co-ordinate organizational work. They think it is the primarily managerial process of any organization to provide a direction and thereby to reduce uncertainty while minimizing redundancy and wastage by setting standards for maintain. Planning Types is like management by Objectives (MBO), Organizing temporary task force, Event driven planning. Stages of their Management Planning Goal Setting Strategy Formulation Strategy Implementation Management Organizing Organizing follows planning and it reflects how the organization tries to accomplish the plan. Strategy defines what to do; Organizing defines how to do it. In these two countries, Organizing involves with the assigning tasks, grouping tasks into departments, delegating authority and allocating resources across the organization. For their companies, Organization is the expansion of organizational resources to achieve strategic goals. Organization structure is a tool that managers use to harness resources for getting things done. Environment, Strategy, Technology and Human Resources are the determinants of an organizational structure. For a country, Organizational structure it plays an important role of an organization. Mainly it needs to be changed and adjusted according to the strategy, environment and technology. Organization structure is defined by following three aspects in a company. (Daft, R. L. 2009). 1. The set of formal tasks assigned to individuals and departments 2. Formal reporting relationships including lines of authority, decision responsibility, number of hierarchical levels and span of managers control 3. The system design to ensure effective coordination of employees across departments 4|P a ge Management Leadership: For the both countries, the organizational leadership is the ability to influence people towards the attainment of goals. All counties can be analyzed in several different models of leadership. Trait theories of leadership identify leaders by analyzing the common personality traits demonstrated by leaders. Behavioral theories of leadership study leaders by analyzing what leaders do as opposed to their personal characteristics. Transformational leaders uplift the morale and motivation of their followers. Transactional leaders fill their followers’ immediate self-interest and show more managerial qualities. Management Controlling: In All counties Organizational control refers to the systematic process of regulating organizational activities to make them consistent with the expectations established in plans, targets and standards of performance. Planning and controlling – the two functions are closely interrelated in that while plans specify the objectives to be achieved, control as a managerial function facilitates to know whether the actual performance is in conformity with the planned one. So that, in the event of deviations, appropriate corrective measures could be taken. In the absence of adequate control mechanism, unexpected changes in the environment may push the organization off the track. Thus, controlling implies measuring and correcting the activities to ensure that events conform to plans. That is why planning and controlling are often described as the ‘Siamese’ twins of management. It involves four main elements:     Establishing standards of performance Measuring the actual performance and comparing it against the standard performance; Detecting deviations, if any, in order to make corrections before it is too late; and Taking appropriate corrective measures. Management Development: Effective management is vital for organizational success. Organizations do not receive immediate returns on the time managers spend on Management Development, yet growth of the organizations demands upgrading of managerial skills (Lawler et al, 1995). Management Development in organizations is about development and change through learning giving emphasis on how, what and where individuals learn focusing on skills, knowledge and abilities that individuals need in order to operate and co-operate effectively in an organizational context. On the other hand, the provision of Management Development increases the level of commitment of managers to the organization and their perceptions that the organization is a good place to work. Hence, Management development provided by organizations indicates commitment to develop managers while the recipients feel valued. The right practices of Management in South Asia:  Although there are several ways to implement good management practices, I’m going to highlight the ones I feel are more relevant. Some of them may seem like common sense, but if there’s one thing I learned in businesses is never assume common sense, and I advise you to do the same. 5|P a ge  Economic incentives for everyone: Managers should not be the only ones with extra pay. Don’t underestimate how much financial incentives can motivate the rest of the workers, just make sure they deserve it.  Give regular, meaningful feedback: Employees always respond better to a manager that takes its time to provide useful feedback, even if it is negative. It shows that they care about their work.  Employees are also individuals, show them respect: To put it simply, don’t treat your employees like rubbish. An employee that feels respected will do its best to correspond that respect.  Managers must train. Learning doesn’t stop with a degree: Make sure you keep training your managers, new problems require new skills.  Support your employees: Let your employees know you’re there for them when they need it. I assure you they will remember it.  Acknowledge the employee’s emotions: You must understand that workers have feelings and how to deal with them, they are people, not machines.  Leadership by example: Practice what you preach. Managers who act in ways that the employees do not respect, like hypocrisy, will find its employees unmotivated.  Keep up with new technologies: You need to stay informed regarding the new technologies available to your organization if you want to stay competitive. Internal Dynamics of the Firm Management Practices: Management in South Asian firms tends to be top-down, with major decisions centralized at the senior executive level. Family-owned firms, even if listed and large, are usually run by the family, for the family. For state-owned firms, the state represents an important stakeholder that needs taking into account, and the career prospects of top managers in these firms are often tied to their ability to manage government relations. Consultation of lower level employees in the firm tends to be rare, with the implication that employees rarely feel empowered or particularly committed to the firm. Commitment also suffers from factors already mentioned. Delegation tends to be circumscribed as a result of limited trust, and supervisory control tends to be high. Promotions at least to the very top are limited to controlling family members or the politically connected to the respective state agencies in charge of a state-owned enterprise, so performance will take employees only to a certain point. And given the emphasis on control and enforcement, there is a strong tendency to manage vertically, at the expense of lateral coordination across departments Management impact on performance in South Asia countries: Performance management is a mean of developing better results and signs of improvement from the entire organization or the groups or people inside it, by comprehension and managing performance inside a concurred structure of planned objectives, principles and competence prerequisites (Armstrong, 2009). Performance management was measured by a well-established instrument developed by Dumond (1994) and dimensions include: organizational objectives and strategy, organizational performance needs, organizational performance expectations, performance management process and measuring effectiveness. 36.96% of the participants said that they have high level of practice with regards to welldeveloped comprehensive system for measuring and tracking organizational performance. 10.87% of the participants said that they have extremely high level of practice, comparable to 6|P a ge international standards. 17.39% of the participants said that they have basic level of this practice is evident. 4.35% of the participants said that they have no evidence of a well-developed comprehensive system for measuring and tracking organizational performance. 36.96% of the participants said that they have a high level of this practice with regards to wellstructured system to measure individual employee performance. 13.04% of the participants said that they have extremely high level of practice, comparable to international standards. 13.04% of the participants said that they have a basic level of this practice is evident. 6.52% of the participants said that there is no evidence of a well-structured system to measure individual employee performance. 43.48% of the participants said they have a moderately level of practice that performance follow up plans are clear, effective and all aspects are followed up to ensure continuous improvement. 30.43% of the participants said that they have high level of this practice. 6.52% of the participants said they have extremely high level of this practice is evident. 13% said they have a basic level of practice. 6.52% of the participants said that there is no evidence that performance follow up plans are clear, effective and all aspects are followed up to ensure continuous improvement. 39.13% of the participants said they have a high level of practice that the organization has documented evidence of clear guidelines and polices on performance management and assessment which are continuously being implemented, and communicated to all staff. 15.32% said they have a basic level of this practice and 15.22% of the participants said they have extremely high level of this practice. 6.52% said there is no evidence of this practice that the organization has documented evidence of clear guidelines and polices on performance management and assessment which are continuously being implemented, and communicated to all staff. 24.44% of the participants said they have high level with regard to the organization’s wide performance is formally communicated every month to all employees in a way understood by majority of employees.35.56% of the participants said they have a moderate level of this practice, 24.44% of the participants said they have a basic level of this practice and 6.67% said they have extremely level of this practice.8.89% of the participants said there is no evidence with regard to the organization’s wide performance is formally communicated every month to all employees in a way understood by majority of employees. 32.61% of the participants said that there is no evidence with regarding to all senior managers and executives are on performance contracts. 23.91% of the participants said they have a basic level of this practice and 17.39% of the participants said they have a moderate level of this practice.17.39% have extremely level of this practice. 8.70% of the participants said they have high level of practice that all senior managers and executives are on performance contracts. 30.43% of the participants said that they have high level of practice for documented evidence that Performance appraisals or reviews are done at least twice a year, with staff being given ample to prepare. 19.57% said they have extremely high level of this practice, 19.57% of the participants said they have a moderate level of this practice, 17.39% of the participants said they have basic level of this practice and 13.04% of the participants said that there is no evidence of documented evidence that Performance appraisals or reviews are done at least twice a year, with staff being given ample to prepare. 7|P a ge Management Practice in Bangladesh: Theory and Practice of Management Practically everyone has some concept of the meaning of the word “Management” and practically everyone is conscious, to some extent that Management requires abilities distinct from those needed to do the work that is being managed. Thus man may be a first class engineer but unable to manage an engineering company successfully, and superior workman may unable a unsuccessful foreman. So for an engineer industry there also need proper management. The history of management practice is as old as human civilization. Some principles of Management were put in action and were felt necessary by the ancient people, whether in business, agriculture, war, construction projects and other works where co-operative Endeavour was required. Gradually management methods have improved significantly. Significant developments have been made gradually up-to date in various management fields. But although the management history can be traced back into antiquities, not enough information is available as to when it received systematic application in Bangladesh which is an important part of the Indian subcontinent. By this, however, we cannot say that our past was dark in this regard. Rather as an economic unit our tradition goes back to the very old days recorded history which of course signifies the presence of some sort of indigenous management practices even at that time. Management of various Forms of Business organizations in Bangladesh i) Evolution in the form of business ownership ii) One Man Business iii) Management of One Man Business in Bangladesh iv) Partnership Business v) Joint Stock Company or Company Management in Bangladesh vi) CO-OPERATIVE SOCIETIES IN BANGLADESH vii) Management of Cooperative societies in Bangladesh. In Bangladesh management practices activities can be listed as follows:                 To ensure that the organization apply equal employment opportunities and other government obligations. To conduct job analysis to specify different requirements of jobs in an organization. To identify personnel requirements that led the organization to achieve its objectives. To develop and implement a plan that meet personnel and job requirements. To recruit employees needed by the organization in order to achieve its objectives. To select personnel in order to fill vacant positions within an organization. To provide orientation and training to the employees. To design and implement management and organizational development programs. To design and implement performance appraisal systems to evaluate employee performance. To assist employees in developing career plans. To design and implement compensation systems for employees. To mediate the relationship between organizations and its units. To design systems for discipline and grievance handling. To develop employee communication systems. To develop employee health and safety programs The present study aim to cover all of the HRM activities mentioned above 8|P a ge Management Practices in India: From the managerial perspective it is important to keep in mind that India has had a successful international trade since ancient times. Today, at the start of the 21st century, India is a successful emerging market economy. This overall economic ranking according to the Global Competitiveness Index is a significant improvement as India has climbed significant position in the world. Contemporary management in India entails an important role of culture in creating the image of the company. Considerable harmonization of the value systems of the company and of the society itself is needed, along with expectations connected to business responsibility, adding to the philanthropic tradition in India and the striving towards a harmonious world. According to the model presented by A.Bhattacharjee, the practice of management starts from managing “self” through moral values and ethical principles, which implies managing desires and senses, and then examples are set for others to follow. This is the essence of leadership. Managing “self” dates back to the Vedanta periods (Bhattacharjee, 2011).India’s economy has witnessed a significant economic growth in the recent past years. A study of over 400 senior Indian managers from the public and private sectors found that managers participating in the study viewed their society as being in transition (Chatterjee & Pearson, 2000). Their focus was on how to be successful in a market economy. Questions were being raised about increasing employment, relatively low productivity, rural-urban disparities, nepotism, poverty. The risk-diverse nature of Indian managers contributes to a high level of uncertainty avoidance. In India, inclusive growth by uplifting the poor and people at the bottom of pyramid is a very current topic.The rapid growth of the information technology sector and deregulation created a new challenge for enterprises in an environment that is changing at an accelerating rate (Kumar & Kumar, 2012). A number of factors indicate the growing integration of India into the world economy. There has been a significant increase in the flow of foreign direct investment in India. The intense competition on the Indian market after the entrance of foreign competitors has led domestic firms to upgrade product quality and also management quality. Indian business and management increases considering the important fact that India is becoming the world’s fastest growing economy (Kleintop, 2015). As regards economic prospects, manufacturing is expected to receive a boost from the government’s flagship “Make in India” programmed, which aims to induce businesses around the world to invest in manufacturing by providing infrastructure and streamlining regulations (Asian Development Bank, 2015). The needs of advanced economies would provide a boost to tradable services. Support for infrastructure is needed to realize the full potential of industry and services to create forward and backward linkages and so achieve inclusive growth. 9|P a ge Management practices in Bhutan: Bhutan has implemented two bold performance management reforms within the last decade. These reforms are based on the business and neoclassical economics models focusing on outputs and strict performance measures. The first of these reforms, performance management system, was implemented as one of the main components of the Position Classification System (PCS) reforms in 2006. The second reform, managing for Excellence (MaX) was introduced in 2017. Both these reforms have sought to improve the performance of the public sector in Bhutan. However, the implementation of the performance management system faced major challenges. This commentary describes the two performance management reforms, and briefly examines some of the challenges in their implementation. Management practices in Pakistan: As such no research has been done in Pakistan about the comparative aspects of management in various organizations, particularly a comprehensive comparative analysis of management practices among national and multinational organizations. Pakistan being an under developing country and as such after independence the country heavily relied on foreign support in industrialization, as a result in most of the sectors the domination of multinational corporation’s(MNC) seems obvious. Today’s organization is facing the challenge and threats than ever before due to rapid changes in the business environment. It is not only the change itself; it is the pace of change and the speed of the communication of that change that presents such a great challenge. Thus this creates the need that the profession of management must be harmonized to cope with the speed of these changes. The specific objectives of this study are to obtain an understanding of the general management practices of organizations operating in Pakistan Vis-a Vis understanding the differences in management practices among national and multinational organizations. Pakistan with a limited number of certain agencies whose research was circumscribed within a restricted domain. This study aimed at comparing management practices among national and multinational organizations; therefore the target population was a specified number of national organizations of size medium to large from various fields compared with multinational organizations of various disciplines. Since the basic parameters of management are same for any type of organization, the focus of study was concentrated at its various aspects such as planning mechanism, leadership style, motivation and teamwork, production management, and corporate social responsibility. The diversity of the organizations provided an opportunity to obtain an in-depth investigation and determine the causes for the similarity and dissimilarity of the management attributes, which is the main essence of this study. Organizations serve as the backbone for the economic development and prosperity of a country. Pakistan though being an agricultural country but industrialization precedes agriculture in the sense that agricultural developments and advancements is possible through industries only and industries can thrive if they are successful in applying the appropriate and timely management techniques. Pakistan is a country which is of strategic importance to the world; it serves as a hub by linking the economies of the world. The location is strategic with a view that Pakistan is the nucleus of three powerful economies namely Central Asian economy including China, South Asian economy including populous India, Bangladesh and Indonesia; and on the west Middle East West Asian economies which are major sources of oil supply and reserves to the rest of the world. China is one of the fastest growing countries in the Central Asian economy. The World Bank in its annual report 2009 of ‘Ease of Doing Business’ recognized Pakistan as the 85th most business friendly country in the world. The Ease of Doing Business index is an index created by 10 | P a g e the World Bank and it is based on the average of ten sub-indicators with the input and verification of more than 5,000 government officials. In this scale Singapore stands top and Central African Republic stands last on serial 183 in the list. Pakistan’s position as compared to neighboring countries is; China is ranked 89, India 133, Afghanistan 160 and with respect to South Asian Countries Pakistan’s rank is better as compared to Sri Lanka which holds 105, Bangladesh 119 and Nepal 123. Unfortunately for the last few years the country is facing a situation of uncertainty and crisis that it had not faced before. The internal turmoil and chaos within the country, the rising rate of inflation, deteriorating law and order situation, terrorism, extremism, shortages of general commodities, electricity crisis, foreign policy issues, and many other related factors has affected the corporate world also that demands an effective management system to survive in the face of these competitive forces. A comparative study of management practices reveals that although Pakistan is suffering a number of anomalies but still the country is ranked to be a business friendly country and their exist immense potential that can be materialized and explored. This requires that the organizations must consider those management areas which need to be focused such as managing quality and productivity through effective planning and proper leadership without creating an imbalance condition in organizations responsible for creating frustration among employees. Thus the organizations in Pakistan have the opportunity to play their roles in this regard by stressing for an effective management system that will allow them to realize benefit from this opportunity. Management Practices in Nepal: Nepalese managers trend to dislike pre-determined courses of action. They like to exercise their own will. The choice of the course of action is based on their experience and interest. In Nepal most of organization prepares annual budget and operational plans of one year only. Long term strategic plan are lacking. Nepalese organization has centralized mechanism in planning and decision making process. Most of the decisions are made by top level management only. Middle and Lower level managers have to dependent on top level manager in making decision and even they have to wait for order to impart their duties. Nepalese organizations were structured in bureaucratic design, delegation of authority and responsibility are done at the influence of top level managers rather than, in a way to achieve organization’s goals. Planning, policies and programs are not properly integrated with the goals of organization. Most of the organization, there is no matching of people jobs and department needs. Organization shared values and beliefs are rigid and traditional in nature. Employees always resist the organizational change and development. A Majority of private sector business are family owned. They look for the family interest to make business decision rather than professionalism of their management. Due to over influence of the politics and unnecessary interference of political party’s nepotism and favoritism prevailing every level of organization. Similarly there is no discipline in the organization. Due to these reasons the productivity of organizations are degrading day by day. Managers are weak in leadership capabilities, employees are weak in communication and interpersonal skill, and workers are lack of vocational knowledge. Due to this there is always problem in organization. Some major problems facing business in Nepal: a) No proper business environment b) Lack of market c) Unhealthy competition d) Poor investment climate e) In adequate Government policies f) Frequent changes in Government policies. 11 | P a g e Management Practices in Sri Lanka: Management defines the organizational end desires then, identifies the plans and actions to accomplish the end desire of the organization (Nyariki, 2013). Management practices cause to uplift the performance of the organization. Though there are plenty of studies undertaken to investigate the relationship between the practice of Strategic Management and the performance of the organization in another country context, in the Sri Lankan context this is not a significant area that paves more attention. Therefore, this study attempts to fulfill the gap of the existing body of empirical studies of the literature. In this background, this study is aimed to investigate whether Strategic Management practices improve the performance of the organization in Sri Lanka.All organization act as an engine of the economic growth of Sri Lanka, as it enables to eradicate poverty, resolve unemployment, rural development, and advancement of technology. Hence, the performance of the organization is vital for the accomplishment of sustainable economic growth of the country. Many scholars have argued that Strategic Management practices are one of the salient factors which contribute to the performance of the organization. In this milieu, the main aim of this study is to investigate the relationship between Strategic Management practices and the performance of the organization in Sri Lanka. Since there is very few studies have been conducted on this phenomenon in the Sri Lankan context, this research study enables to fulfill the empirical research gap in the existing body of literature. This study was inspired by the quantitative approach under the positivistic research paradigm. Data were collected through an online structured questionnaire distributed among the owners and managers of the organization in Sri Lanka. Collected data were analyzed by using descriptive statistics and correlation. The findings of the study revealed that the performance of the organization in Sri Lanka is influenced by the Strategic Management practices: strategy formulation, implementation, and evaluation. Thus, by implementing the Strategic Management practices, all organization can improve their performance; market share, revenue, profits, and return on investments. The findings of the study pave the eye of owners, managers, trainee institutes, and policymakers on how Strategic management practices can be used to boost the performance of the organization in Sri Lanka. Conclusion: Management practices should balance the interests of organizations as well as managers and should provide managers opportunities to enhance and realize their potential and advance in their careers, which increase their perception that the organization is a good place to work. In this context, the managers’ contribution has to be further improved. Though few companies have successfully carved out an appropriate role for their management function, the actual status and the contribution of the HR function/manager have to be sought within their own organizations. Therefore, there is a need to understand the importance and obedience on the HRM function/manager within a wider organizational framework. Overall, these results very clearly indicate the importance of people management practices in predicting company performance. The results are unique, since no similar study has been conducted which compares the influence of different managerial practices upon performance. The results suggest that, if managers wish to influence the performance of their companies, the most important area they should emphasize on the management of people. So, Management is a sophisticated system impacting on the performance of organizations by determining how to organizational resources can be employed effectively and efficiently. Selecting proper strategies at the right time is also critical in this process. 12 | P a g e Reference:                     The NSBM Journal of Management (ISSN 2465-5643) is published bi-annually by the NSBM Green University Town, Sri Lanka. A Comparative Study of Human Resource Management Practices in Sri Lankan and Indian Public Sector Banks,Mangaleswaran, T.; Srinivasan, P.T. COMPARISION OF MANAGEMENT PRACTICES Mobitel (Pvt) Ltd and Central Bank of Sri Lanka, postgraduate institute of management, university of Sri Lanka Jayewardenepura. 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