ACADEMIC RESEARCH IN MODERN SCIENCE
International scientific-online conference
95
COMPARATIVE MANAGEMENT MODELS
Elov Olimdjon Komilovich
Navoi State University, " Geography and Basics of
Economic Knowledge." Lecturer
Xidirova Safaura
Navoi State University, 3rd-year student at "School Management".
E-mail: mr.olimdjon@gmail.com
https://doi.org/10.5281/zenodo.15574854
Abstract.
Foreign Management Models play a significant role in studying
various aspects and approaches of global business practices. This article
provides a comprehensive analysis of international management models,
highlighting their importance in shaping corporate strategies, leadership styles,
and enhancing management efficiency within organizations. By examining the
practical application of international experience, the article focuses on
developing innovative approaches and effective work methods in management.
It analyzes the distinctive features of foreign models and the processes of
adapting them to local conditions. The article aims to critically review the best
international practices in management and explain how they can be successfully
implemented in local businesses.
Key words:
Management, international practices, effective work, focuses
on developing
Introduction.
Global management, foreign approaches, corporate
evolution, management revolution, innovative strategies, leadership paradoxes,
local adaptation, transcultural management, hybrid management, new economic
realities, intercultural integration.
Management is not only the spirit shaping each organization but also a
unique mosaic of ideas and styles clashing worldwide. Each country discovers
new forms of management based on its economic and cultural characteristics,
yet these forms never remain completely isolated. Foreign management models,
in turn, are shaped through these clashes and syntheses — new economic
conditions, cultural differences, and technological advancements constantly
modify and renew them. At this point, the limitations of simple management
approaches become evident, and the need for transcultural approaches grows
stronger.
Which model is better for organizations? Why do some approaches work
more effectively while others fail? This article analyzes how organizations
achieve success globally through foreign management models and questions
how these models "face" local conditions and must be adapted to fit our own
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economic culture. Learning and sharing experience are essential parts of today’s
management, so we propose viewing global management styles from a more
complex and nuanced perspective.
Studying foreign management models primarily involves historical and
practical research. However, today this field is not limited to theoretical
approaches but is continuously updated in response to rapid changes in the
global economy and interactions between different cultures. For example,
academic works by Hofstede and Mintzberg reveal not only how culture affects
management but also the complexity of decision-making within organizations.
However, these studies are mainly based on large corporations, and their
approaches often present challenges for smaller companies in practice.
In today’s global landscape, studying management based only on theoretical
models is insufficient. For instance, the success of the "Kaizen" philosophy in
Japan does not guarantee similar success in European or American markets.
Such cases demand new and advanced approaches based on real situations and
conditions, not just theoretical knowledge. Considering the unique
circumstances of countries and organizations, each management model "faces"
challenges differently and adapts to new formats.
According to our research methodology, studying global management goes
beyond information found in books. On the contrary, examining real-life
entrepreneurship, companies, organizational changes, educational processes,
and concrete examples helps identify the real reasons for management success
or failure. Combining classical methods with new technologies facilitates
consideration of each company’s unique characteristics.
The core aspect of the methodology is using interactive analysis and
transcultural methods. By studying the economic and cultural context of each
country, organizational decision-making processes, and sharing experiences, the
goal is to create new management approaches. This process involves
experimental methods where each success or failure is analyzed individually,
and new research is initiated for every management model.
Data analysis involves not only numbers and statistics but also
understanding the business language, decision-making uncertainties, and even
psychological factors in each country. For example, management differences
between Europe and Asia create unique approaches in business cultures. The
success of each model is influenced by individual decisions, teamwork, and
group dynamics. Our analysis is not based solely on dry statistics but focuses on
integrating these data with personal decisions and group situations.
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International scientific-online conference
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For instance, democracy and openness often ensure high management
efficiency in European companies, but some European models may not work for
American or Korean companies. In Japan, teamwork and systematic work are
highly valued, whereas competitiveness and individual approaches are
prioritized in India. This is because management principles and approaches vary
in appearance in each region and culture.
Teaching through examples helps understand the practical application of
each management model. For example, Indian IT companies aim to combine
teamwork and innovative approaches in management. However, this may
sometimes be ineffective in Japan. Similarly, Korean and American companies
require management styles adapted uniquely to their context.
Although the "Kaizen" philosophy in Japanese corporations has
demonstrated effectiveness, applying this model correctly in other regions
demands new interpretations and methods. The sustainable development
strategy implemented in Scandinavia has ensured high efficiency globally, but
challenges arose when applying this model in other countries.
Evidence is not limited to numbers and statistics but also involves
observing changes occurring at every human level within organizations. Our
analysis includes personal decisions, teamwork, and psychological states within
organizations. Foreign management models are not evaluated solely on statistics
but are adapted to real situations through analysis of organizational activities
and internal changes.
Conclusion. Foreign management models are not merely widespread
tools for enhancing organizational efficiency but are the outcomes of
global business and intercultural integration processes. Understanding
global management is not limited to scientific theories based on a few
large companies or approaches. On the contrary, it requires considering
the unique characteristics of each culture, economic conditions, and
technological advancements. Studying international management
essentially means adapting each approach to the local context and
identifying how they achieve success in changing environments.
Corporate evolution and the management revolution are essential
components of these processes. Global markets, intercultural integration, and
new economic realities shape new management strategies and leadership styles.
New and innovative management models focus on rapid adaptation to change,
effective decision-making, and responding to business dynamics. This leads to
the creation of unique, hybrid management systems for each organization.
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It is important to understand that studying global management based on a
single model is insufficient. Each company, organization, and leader must
develop their own strategy and management approach. The success of
management lies not only in theoretical experiences and scientific research but
also in understanding how changes occur in the decision-making processes of
individuals within each team in practice.
In conclusion, foreign management models and their application in local
contexts form an interdependent system. Real success can be achieved not only
by adopting global approaches but also by adapting them to our own economic
and cultural conditions. When transcultural management approaches and global
systems merge, the opportunities to discover and develop a unique path for each
organization expand.
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