Managing The Managers Essay Example For Students

Managing The Managers Essay MANAGING THE MANAGERS: JAPANESE MANAGEMENT STRATEGIES IN THE USA The article reviews one of the greatest difficulties that Japanese multinational companies face, that is integration of its subplants in other countries, where not just management is viewed as different, but also the general running of the mother companys, not to mention the cultural changes which may be faced when atempting to integrate into another country. The article reviewed attempts to do two things. Firstly, the authors explore the management self so as to give reasoning into the two different managing styles of the United States of America and that of infamous Japanese management. Secondly, the authors report their research on management self-conception and style in Japanese owned factories or transplants in the United States. The article is a summary of a large Japanese multinational companys intergration into the United States. This multinational opened 3 transplants in the same region of the United States. One of the transplants (Honshu manufacturing, which incidently seems to hold strategic significance as concluded by the massive capital investment of $300M) has a Japanese General Manager. The second, Honshu assembly holds and American born and raised General Manager. The third transplant is of an intereting nature as this is a Hybrid of Japanese and American management. The article begins with the facts involved when a firm of a more than a modest size is doing business in a foreign environment. It outlines the difficulties and failures that could be encountered when integration is involved. The article continues to inform us on how the article will be presented and the goals of the study at hand. The article is divided into 8 separate but relevant sections, these are: Introduction which talks about the methods used in the study and gives a brief rundown of the subject of Japanese and American management. Management in the Japanese transplants which talks a lot about previous surveys already concluded of which the nature is the same as the subject at hand. This subsection of the article also provides us with a history of the subject, as far back as 1976 . This section gives case example of previous studies made within the field of Japanese management and integration by Japanese multinationals. Mediating the selves. This section enables us to see what the Japanese managers thought of the American management style and likewise, what the American managers thought of the Japanese managerial system. Primary conclusion of the interviews enabled us to see that each side was very aware hat they were managing side by side with a foreign management ethos. Furthermore, the meanings each side attributed to various management practises meetings, plannings, everyday communication, differed dramatically and uncomfortably . From the interviews conducted , four variables were believed to have signifi cant effect on the management style of the managers, and these variables were critical in shaping management styles in the three electronic plants. These four variables are: the initial culture established by the parent company, the level of budgetary control exercised by the home office, the role and influence of the Japanese managerial assigness in the day to day management of the transplants, and the country of origin of the transplants general manager. Japanese-Dominant Transplant. Due to the large investment made by the parent company into this transplant, it is not surprise that Honshu manufacturing holds a very strong Japanese managerial presence. Upon start of production, the transplant had seventy-one Japanese assignees. Four years down the track, this number dropped to thirty-one, this by no means meant a weaker Japanese managerial system as of these thirty-one employees, ten of them held key managerial positions including General Manager and director of manufacturing. The reasons for this are considerably understanding as this was the first factory of its kind to be built by Honshu Corporation outside Japan. The authors noted from their interview that the control exerted by the Japanese managers was quite noticeable, as an American manager hired during the facilities building stage noted that the Japanese engineers were doing all the tasks and that he was just left to watching, without ask for opinion or decision. Aol Business Strategies EssayConclusion. Both Japanese and American managers forced to submit to an alien management style to their own admit frustration, stress and alienation. The managerial leadership at two of the firms openly admitted that they believed cross-national socialization as important, and paid not much attention to conflicts arising as the two different concepts of self and social process collided. When looking at the two management styles it is important to understand the cultural differences that make up the Japanese management style and the may I dare say common Western management style. This is very stereotypical, but works as a majority. The table brings forward facts that may help to point out what type of management can be associated with each of these:JAPANESEWESTERNMajor orientationFuture-OrientedPresent-orientedContinuity of employmentLife-time employmentLay-off as necessaryHierarchy in the companyPromotion by SenioritiesPromotion by competenceUtilisation of employeesNot fullyFully UtilisedBlue-collar / White collarSingle ClassDouble ClassExternal relationLong termShort termGroup relationshipKeiretsuOwnershipBasis of relationshipGive and takeMarket mechanismDecision makingCollectiveIndividualResponsibilityCollectiveIndividualAmbition of employeesPromotion within companyPromotion in other companyDreams/ GoalsHappily working togetherEfficiently working togetherAnalogy (system)OrganicalMechanicalThe Japanese management style is deductive and believes in insight and intuition. They believe in the power of logic and reasoning, they believe that which cant be seen or measured can exist, they do not break a whole down first into parts to analyze. Compare that with the Inductive American contructive reality belief that we believe in observing and measuring, the belief that that which cant be measured or seen does not exist, alongside the Joe Friday approach: Just the facts maam!Words/ Pages : 1,805 / 24