Influences on people management systems is developing countriesPost-colonialPost-instrumentalHumanisticMain principlesTheory XTheory YHumanisticWestern/post-independenceWestern/‘modern’UbuntuAfricanFunctionalistCommunity collectivismInstrumentalImportanceContinuing legacy throughLooked to as alternativeSome elements may prevail inpolitical and economicInfluence fromindigenous organizations, ininterestsmultinationals,AfricanUbuntuand Indian HRDmanagement educationOf growing interestand consultantsinternationallyStrategyInputs and process orientationResults and market orientedStakeholder orientationLack of results and objectivesClear objectivesRisk aversiveCalculated risk takingGovernance andHierarchicalFlatter hierarchyFlatter hierarchydecision makingCentralizedOften decentralizedDecentralized and closer toAuthoritarianOften consultativestakeholdersNon-consultativeIncreasing emphasis onParticipative, consensusRule bound‘empowerment’seeking (indaba)Lack of flexibilityClear rules of actionBenign rules of actionOutside influence or controlFlexibleOutside influence (government,(family, government) oftenOutside governmentfamily) may be seen as moreseen as negativeinfluence decreasingbenignCharacterMay not act ethically towardsMore ethically responsibleStakeholder interest may bestakeholdersAims to be successfulmore important than ‘ethics’Not very efficientChange is a featureSuccess related to developmentStaticProbably foreign ownedand wellbeing of its peopleProbably not foreign ownedIndigenous(Continued)TABLE 9.1