This document discusses problems that arose at an auto factory after Japanese management took over, including culture clashes between American and Japanese workers and low production rates. It identifies several causes such as differences in communication, work ethics, training, pay and benefits between the cultures. The factory's structural, psychosocial, technical and managerial systems were all negatively affected. Several alternatives are proposed to address the issues, with the main recommendation being cross-cultural training, team building, improved communication and benefits.

1. GUNG HO
Jennifer Danielle, Cemico Henry, Shalonda Williams, Neoshia
Woodson

2. PROBLEMS
• MICROS
• FALLING BUSINESS
• TO MANY CHANGES AT
ONCE
• MACRO
• CULTURE CLASH
• WORK ETHIC DIFFERENCES

3. CAUSES
• Communication between American
and Japanese
• Culture Beliefs
• Work Ethics
• Low Production Rate
• Practitioner style(a style that would
benefits the company as a whole)
• Mission Statement
• Lack of Trust
• Lack of Training
• Low pay
• Lack of benefits(work, life, balance)

4. SYSTEM AFFECTED
• Structural: when the Japanese arrived the workers were not allowed to form a
union, were paid lower wages, and moved around within the factory so that
each worker learns every job. They were also held to higher standards of
efficiency and quality
• Psychosocial: each group had different norms and behavioral patterns. The
language barrier was also a major issue.

5. SYSTEM AFFECTED
• Technical: because the Americans wasn’t open to change, they fail to learn the
techniques of the Japanese in order to be successful.
• Managerial: with management little regards for the workers and just focusing on
productivity alone, the workers became agitated and their relationship with
management became adversarial. Hunt was so concerned with keeping his
promotion, he did everything he could to trick the workers into compliance. Due to
the huge culture barrier, he began to lose control of the men. Goals: it was hard in
the beginning for the Americans to accomplish and work towards
• The goal of producing 15,000 cars in one month because they wasn’t open to
change.

6. Success of Change

7. Case Study Flow Chart

8. Alternatives
• Alternatives
• Present the Mission Statement
• Select one Practitioner Style
• Give All Employees a New Employee Handbook on the Company
• Add an incentive Program for Employees
• Management and CEO make themselves more accessible to workers
• Offer suggestion boxes for Employees
• Provide ongoing training for Employees including Managers
• Offer quarterly production skills test on the production line

9. Alternatives
• Offer a Health Wellness Program for Employees( work, life balance)
• Provide Employees with production data monthly( This could increase the
production on the lines and inform workers as to what is expected for monthly
quotas)
• Provide the workers with Uniform packages( If all workers are dressed alike it may
increase moral and attitudes)
• Update the company with better equipment ( the old equipment could have been a
factor in the low production rate)

10. RECOMMEDATION
• Culture training
• Team building training
• Commutation skill training
• Cross training on equipment
• Review salary
• Benefits