Japanese Management Techniques in U.S.

THE INTRODUCTION OF JAPANESE MANAGEMENT

TECHNIQUES INTO THE UNITED STATES

In the US, an increased awareness of and interest in Japanese management techniques was precipitated by the successes attained by Japanese firms in the domestic markets of the US and in other markets around the world where American and Japanese firms were in direct competition (Robinson, 1982, pp. 4-5). This awareness and interest was heightened by the fact that Japanese successes often occurred at the expense of American industrial firms (Ouchi, 1981, pp. 3-10). As a consequence of these developments, many American firms have, to some extent, adopted Japanese management techniques (Maher, 1985, p. 32). Japanese management techniques have also been introduced into the US through (1) the establishment of production facilities in the US by Japanese manufacturers, and (2) the acquisition of American production facilities by Japanese firms.

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ese subsidiaries located in the US more often than not emphasizes either the perceived deficiencies of or the inapplicability to the American industrial environment of lifetime employment, nonspecialized career paths, and a holistic approach to management (Maher, pp. 32-33; AD-AMS, pp. 77-78). The success stories involving American companies which have adopted Japanese management techniques, as well as those applicable to Japanese subsidiaries located in the US, however, most often involve the use of the building block approach, an ability and a willingness to form special project teams, less structure and flatter hierarchies in organizations (Peters & Waterman, pp. 126-127, 133, 269-270), and the use of JIT techniques (Maskell, 1986, pp. 32-34). Further, American managers, workers, and labor union leaders often appear to misunderstand the real meaning of some Japanese management techniques. Thus, when Japanese management techniques have been adopted by some firms, they have failed because of ill conceived implementations, and serious difficulties have been encountered in some instances when workers and unions misconceive management practices in the American subsidiaries of Japanese firms (Byrne, 1986, p. 51). An exampl
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Approximate Word count = 2269
Approximate Pages = 9 (250 words per page)

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