Japanese-style Management is a Complex System

The rapid economic growth of Asian countries other than Japan, the looming reemergence of Eastern Europe as an economic growth sector, and economic progress in Brazil and Mexico are, however, changing the global business environment (Stewart, 1990, p. 59). This changing environment requirements changes in the multinational process to management to recognize the rewards and the necessity of cultural diversity (Prahaled, 1990, pp. 354-357).

The global market in the future will include a growing tendency toward alliances between company firms from numerous countries, instead of merely locating facilities inside a host region (Harrison, 1990, p. 72). Many, perhaps most, of these alliance partners will probably be firms from other formulated countries. Further, the establishment of production facilities by multinational businesses outside of their home countries will occur increasingly in designed economies instead of Third World countries. In this kind of environments, ethnocentrism and cultural imperialism are merely not tolerated. An intercultural system is demanded, if accomplishment is to become attained.

The Changing Multinational Environment

Robert Reich (1990, pp. 11-14) stated that businesses are defined by their workers, not by their nation of origin. Thus, he argued that Zenith just isn't the on

 

When america government legislated environmental protection laws applicable to automobile emissions, the domestic manufacturers balked. Most foreign automobile makers asked for time. Honda complied within the needs ahead of schedule. As soon as again, Honda just kept on rolling. Once the energy crises from the 1970s struck, governments in most oil-importing countries, such as the United States, imposed fuel economy restrictions on new automobiles sold in their markets. The automobile makers reacted with behaviors similar to persons displayed with respect on the earlier environmental restrictions. The American manufacturers balked, most foreign automobile makers asked for time, and Honda delivered ahead of schedule.

Yang, C. Y. (1984, November-December). Demystifying Japanese management practices. Harvard Corporation Review, 67, 172-174, 176, 180, 182.

American workers at Mazda are not the only employees of Japanese-owned and operated organizations within the United States with complaints against Japanese management. Suits have been filed against quite a few Japanese organizations inside United States alleging unfair treatment wherein Japanese management tends to favor Japanese employees over American employees (Jacobs and Stanley, 1991, pp. 30-37). The Seventh United States Court of Appeals, however, has ruled inside a case involving Quasar's American manufacturing facility that discrimination by Japanese owned and operated organizations during the United States in accordance with citizenship is permissible in particular situations (Piskorski, 1992, pp. 61-70).

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