Thursday, December 9, 2010


Most of management practices in Nepal are largely traditional. As Nepal just started way of industrialization, management practices have not become fully advanced. In brief, Nepal's management practices are characterized by following ways.
  1. Planning practices : Some of the practices of planning are as follows.
  • In Nepal 'top down' approach of planning is commonly practiced. Managers plan and give instruction which are implemented by lower level staffs.
  • Nepalese managers trend to dislike pre-determined cources 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 prepare annual budget and operational plans of one year only. Long term strategic plan are lacking.
2. Decision making practices : Some of the decision making practices are as follows.
  • Decision making is highly centralized in public enterprises and private enterprises. It's due to the politically appointed managers in public enterprises and friends and relatives in private enterprises.
  • Decision making in Nepalese organization are not effectively implemented. implementation lack effective monitoring, evaluation and follow-up. Feedback system is not used properly.
  • Nepalese managers usually postpone the decision for tomorrow and tomorrow never comes.
3. Organizing practices : Some of the organizing practices are as follows.
  • Business organization usually adopt functional organization structure. Donor assisted development projects usually adopt matrix organization structure. Committees are widespread in Nepalese organization. But their effectiveness is questionable.
  • The authority is generally centralized in top. Various positions are arranged in hierarchically. Organizational structure are unnecessarily long and rigid.
  • Authority is based on the classical view that it originates at the top. Managers tent to delegate responsibility without authority. Accountability is missing in Nepalese organization.
4. Staffing practices : Some of the staffing practices are as follows.
  • Manpower planning is generally lacking Nepalese organization. Estimates are based on ad-hoc decision.
  • Nepalese managers have little faith in the capacity of subordinate. There is no environment of trust and teamwork.
  • Participative management is lacking in Nepalese organization.
  • Dismissal and lay-off are the most difficult aspect in staffing in Nepal.
5. Motivation practices : Some of the motivation practices are as follows.
  • Managerial effectiveness is low in Nepal. Manager lacks requisite skills and training.
  • Motivation has not received adequate attention in Nepalese organization.
  • Managers assume that employees work for money and are lazy. The low level of wage increases the dissatisfaction among them.
6. Leadership practices : Some of the leadership practices are as follows.
  • Most of Nepalese organization have autocratic leadership style. They have highly centralized authority structure. This prevents youth managers to be creative and innovative.
  • Leadership on major public enterprises is appointed politically. Managers change with changes in the government.
  • Some multinational companies are practicing democratic leadership style in Nepal. They encourage participation in decision making and assume responsibility.
  • Conflicts are so common in Nepalese organization. Mostly conflicts are personally based.
7. Control practices : Some of the control practices are as follows.
  • In Nepal control is generally used for the threat and punishment rather than correction of poor performances to achieve planned goals.
  • Auditing is as important tool of control but performance audition is still lacking in used in Nepal.


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