Japanese & U.S. Employment Relations Management

This research compares the ways in which employment relationships are managed in Japan with the ways in which such relationships are managed in the United States. This comparison is made within the framework of exogenous (field) and endogenous (arena) sources of power and influence in complex cultural organizations. Comparisons between Japan and the United States are made within the contexts of the following sources of power and influence: history (exogenous); organizational ideology and mission (endogenous); organizational communication (endogenous); labor market (exogenous); legal environment (exogenous); and structural authority (endogenous).

The most pervasive difference in the states of mind among the people of Japan and the United States is in the status of the individual and her or his role in society. This difference is the conflict between individualism and a group-oriented culture, between the rights of the individual and the claims of the collective.

In the coming century, individualism will continue to play a very different role in Japan than it will in the United States. Three distinctive forces will cause the Japanese to take a cautious approach toward an acceptance of individualism and a rejection of traditional orientations. The first force is the pride in those ideas that created the richness of their own culture and history. Attractive as demo

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work organization assumed the primary support role for him. Group harmony, with its stability and continuity, combined with consensus derision-making became the pillars of the "Japanese management style." By contrast, the typical relationship between management and worker in United States firm is adversarial in character. Just as a family provides a lifetime of association, Japan's growing economy and successful major corporations have provided life-long association through employment for their professional and managerial employees. Professional, technical, and managerial employees are hired at the entry level so that all employees can be trained in the one corporate way of doing business. Because the corporation replaces the parents as the all-encompassing support group for the new employee, it is important to build a group cohesiveness and interdependency within the corporate employees. A series of decade-long corporate training programs emphasize the corporate culture until it is clearly understood by all. Japanese managers devote a great deal of time and attention to the selection, training, and development of employees. "In Japan the job is the society, and the society is the job. Every man who enters the company
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Some common words found in the essay are:
Japan United, Confucianism Buddhism, United Japanese, GATT Japan, Environment Japanese, Strategies JMS, Conclusion Japanese, Ideology Mission, Security Law, Communication Japan's, japan united, japanese management, employment relationships, japanese family, organizational ideology mission, united contrast, labour market, management strategies, modern times, sources power, functional literacy united, sources power influence, power influence,
Approximate Word count = 2178
Approximate Pages = 9 (250 words per page)