MANAGEMENT STYLES WITHIN A MULTINATIONAL-CORPORATION - A 5 COUNTRY COMPARATIVE-STUDY

This study examines participatory management systems and productivity in similar plants located in five different countries. Likert's System 4 theory was used as a tool to measure the nature and extent of parti cipation. All five plants were engaged in identical operations that we re designed and implemented by its U.S.-based owner. Each of the plant s, however, was under the direction of host nationals. Data demonstrat ed that the degree of participation differed widely between the Italia n, Mexican, Spanish, American, and English plants. It appears that the management systems in each of the plants reflects the expectations of the society and the local workforce. The data also revealed significa nt differences in the levels of productivity. While the most productiv e plants had the lowest levels of participation, the relationship betw een productivity and participation was not statistically significant a cross the five plants. The study concludes that management systems whi ch are culturally congruent can produce equal levels of productivity i ndependent of whether managers are empowered, or operate under central ized, autocratic control.