who are outside the obvious purview of the decision, but whose input is considered valuable enough to include in the process. The result is a time-consuming process that involves many individuals. However, the process also yields a short implementation period because the process builds a consensus. Instead of managers having to convince those involved that this is the correct decision, those involved are already convinced that the decision is appropriate before the implementation comes around.
These two types of decision making processes are not closely aligned, and Western businessmen who work with Japanese companies and individuals can be frustrated by the lack of movement with regard to the decision making process. By understanding the various factors that go into Japanese decision making, including social and cultural factors as well as business considerations, Western business professionals are likely to be able to cultivate much stronger ties with their Japanese counterparts, and realize better returns for their efforts.
This research examines the various factors that affect Japanese decision making as well as the most common forms of decision making within Japanese organizations. Other considerations, including the role of lawyers in Japan and in the decision making process, are also taken into account.
Large Japanese companies are characterized with a high degree of company spirit among their employees. This is a product of the Japanese culture in general and of the training each employee receives after joining the company in particular (Lu, 1987, p. 28). The training centers of many Japanese companies are operated in a manner similar to military camps, or may appear as such to Western observers. The rules are strict and the training is demanding in both a mental and physical sense. At the Matsushita training center, for example, all trainees assemble each morning for an exercise session. The director of the c...