During my years as a blogger I have written a number of blog posts about differences between India and Norway. I have written about difficulties for Norwegian companies to do business in India due to differences in culture and I have even written about differences in management styles in India and Norway.
For about a year now I have taken an executive management study in IT-management. Here management and different management models have been essential. Based on this I have started to ask myself if there exists any specific Norwegian model for management. And more important; can this Norwegian management model be a reason why Norwegian companies fail in India?
Some time back I came across a book called Den norske ledelsesmodellen (the Norwegian model of management). In this blog post I will give a quick review of this book. A discussion on how this model work in a country like India will come in a later blog post.
The book starts by asking if there exists any particular Norwegian management model or if management is universal. Based on research it seems quite clear that the Norwegian managers seems to be less strict, more involved, delegate more and act more as a coach than foreign managers. The Norwegian management model has evolved because it has shown to be a management model that works. Management the Norwegian way quite simply give results, both in Norway and abroad. The Norwegian management model is very much connected to the idea about the welfare state. The idea about equality has its roots far back in the history. Way back in 1739 elementary school was mandatory for everyone! This means that Norway was one of the very first countries where children from all societies should get some fundamental education. It is also important that the Norwegian farmers to a much higher degree than farmers in rest of Europe maintained their own land rather than to be connected to a landowner.
In Norway there has always been a huge degree of cooperation between the government, the employer and the employees. The labor organizations have been strong and made sure that the workers have been able to “stand up against” the employers when needed. This also affects the way the Norwegian companies are organized and helps to break down the hierarchies in the organizations.
Some of the people interviewed in the book stress the importance about recruiting good people. A good manager is a person who achieves results by help of others. The most important is to build a team or an organization where people really work together. It is also interesting to read about what is part of the management role. The importance of giving good feedback to the employees is being stressed. All people in an organization must be confident of their importance for the organization is something that one of the managers stresses. The more confidence a coworker feels the higher will the revenue and customer satisfaction be is being stressed. Research shows that management based by confidence also increases the morale for the coworkers.
It is interesting to observe the experiences that Norwegian managers have with international management styles. One person say: “It is more difficult to be a manager I Norway than in Sweden or Denmark. Norwegians don’t really believe in authorities, they ask questions and everybody have to be convinced. Not everybody do what they are being told either, even if they say OK”. Hierarchies are more dominant in other countries than in Norway. Even our neighbors Denmark have organizations with much higher hierarchies. One person says that the Norwegian management style will be inefficient in some other countries. In some cultures it is seen as a signal of lack of confidence if the boss starts to ask questions to their subordinates. One example from Romania shows this. The CEO of the Norwegian company visited one of their factories in Romania. There were some points in the presentation from the marketing manager that the CEO was uncertain about. He then asked the country manager about this during the lunch but got no answer. Suddenly the country manager disappeared from the lunch. When he came back he said: “Problem solved. I’ve fired him”.
The conclusion to this must be that the Norwegian management model is very much based on equality between the managers and the subordinates. Everyone will have a say and it is actually important for managers to have the confidence, or maybe I should say trust, of their subordinates.
Do you have any experiences with this? Any disagreements?
Talk to you soon