Comparing and Contrasting US and Japanese Management Styles

Likewise, American management always thinks in a sequential manner once approaching tasks or negotiations, while the Japanese and people from Asian cultures are possibly to adopt a circular approach. In addition, American management tends to argumentation whereas the Japanese adopt a haggling stance once trying to forge deals, handle subordinates, or negotiate.

Japanese are most likely to adopt various ways of persuasion once managing. In contrast to American management which always resorts to aggressive persuasion that demonstrates impatience, the Japanese persuade through a long word method that uses a questioning approach. With respect to nontask sounding, the Japanese prefer a extended courting procedure that may be formal and relies on intermediaries, even though American managers prefer shorter meetings that are informal and rely on cold calling. To Japanese managers, it's more crucial to forge a "long-term relationship," while American managers are much more often concerned with forging a "good deal," (Graham and Lam, 2003, p. 89). Graham and Lam (2003, p. 89) preserve that Western and Asian managers also adopt radically various approaches to info exchange, as shown during the table below:

Western v. Asian Info Exchange

Proposals First Explanations First

The over differences in management always trigger much less than optimal final results as soon as American and Japanese managers have to negotiate or lead the other culture's employees in foreign-owned subsidiaries abroad. The collectivist nature in the Japanese means that they usually rely on teams and close-knit groups to achieve tasks and goals. Powerful social bonds develop in between superiors and subordinates, that is certainly normally not the orientation between U.S. managers and subordinates. However, whereas the Japanese are additional adept and prefer working in teams, many U.S. companies have adopted this method so that you can foster efficiency. However, whereas American management usually sees the require for relaxation and taking breaks, Japanese managers are usually reluctant to allow time for such activities.

Tolich, Kenney, and Biggart (1999, p. 587) conducted a discover on three U.S. factories (subsidiaries of Japanese firms) that included interviews with 19 U.S. and Japanese managers. Each in the 3 corporations represented yet another type of management. One company was characterized by Japanese management practices, another was characterized by American practice, and the third represented a mixture or hybrid of each management styles. The researchers concluded that there had been four reasons that appeared to represent critical determinants of management styles: the nationality in the general manager; a mentioned preference (or lack thereof) for bicultural management; manage more than the budget-setting process; and the strength from the Japanese assignees, (Tolich, Kenney, & Biggart, 1999, p. 587).

Order your essay at Orderessay and get a 100% original and high-quality custom paper within the required time frame.