Comparative Management: Critical Perspectives Vol 2 by Malcolm Warner

By Malcolm Warner

With the influence of globalization, comparative administration is turning into one of many unmarried most crucial parts inside of administration reviews. Comparative administration reproduces the main insightful and influential papers during this zone, together with articles on ideas and strategies of comparative administration in addition to quite a lot of kingdom established reports.

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Extra info for Comparative Management: Critical Perspectives Vol 2 (Critical Perspectives on Business & Management)

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The data imply that German departmental managers have a greater dependence on the personal decisions of top managers (particularly the chief executive and members of the supervisory board) as opposed to their position being formally and ‘objectively’ defined in a somewhat legal-rational manner. In terms of Harbison and Myers’ thesis, German management has in this way tended to resist the ‘logic’ of development towards formalization. There are certain indications that these differences between British and German managers are culturally acceptable in their respective contexts, over and above the fact that they are consonant with contrasts drawn by others between the two societies.

198 West German and 787 British managers. 59 employees). Results for n=636 are marked by an asterisk. 32 ORGANIZATION AND MANAGERIAL ROLES they had been with their companies for a comparable number of years. So far as it is possible to compare British and German qualifications, both groups of managers were on the whole similarly endowed when assessed against a scale of formal qualifications. What did distinguish between British and German managers was the latter’s lower job mobility within the company.

Among British and German companies, as their size increases so they tend (as predicted) to develop an increasing number of functionally specialized departments (functional specialization) and an increasing range of formally differentiated roles (role specialization). Where an organization belongs to a larger parent, this was found through multiple regression analysis to add to the probability of higher specialization. ) The two size factors also predict greater standardization of procedures in both British and German companies with parent size being somewhat more significant.

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