erie and the rotation of jobs. However, the U.S. managers were not as positive. They complained about the Japanese decision-making process, the lack of feedback, cross-cultural communication barriers, and too high expectations. They felt suppressed by Japanese management and did not like the consensus decision-making process. In addition, some of the U.S. managers felt that they were discriminated against in the promotion process (O'Boyle, 1991).
This is a particularly interesting case because the two groups had such different perceptions of the Japanese practices. For the blue-collar workers, the practices seemed much better, while for the American managers, the practices seemed stifling and repressive. In other words, cultural practices can differentially impact groups of workers. This seems likely to apply for specific gender and ethnic group practices, too, and is the source of much of the friction in a diverse workplace.
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