3. STRENGTHS OF STRATEGY &
STRUCTURE
• Qualified senior management
• Low costs of production
• Quality control
• Diversified and strong market positions in established and
growing markets
• Good reputation and early leader in small motors
• Good fit between organization structure and competitive
environment
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4. WEAKNESSES OF STRATEGY &
STRUCTURE
• Limited scope for continued expansion with existing
managerial capacity
• Relative difficulty in transferring Japanese management style
across cultures
• Continued growth will be difficult and long term problem is
new competitors allowed to establish themselves or if existing
competitors were allowed to grow in strength
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5. JAPANESE MANAGEMENT
OVERSEAS
• Japanese firms – more Outsider than firms from
other countries
• Manufacturing subsidiaries: average of 4
• Electronics industry – mean was 5.03.
• Overall average in Asia: 3.25
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6. Belief: Japanese management
system is so unique that it
cannot be easily transferred
overseas because these
processes of management are
culture bound
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COMMON BELIEF
7. HUMAN RESOURCE PRACTICES IN
JAPAN FOR MANAGERS
• High wages based on seniority (including substantial bonuses)
• Structured managerial career paths
• Employment security (for regular employees)
• Company-sponsored welfare systems (I.e. subsidized housing,
recreational facilities, etc.)
• Wide involvement of middle management in decision making
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8. HUMAN RESOURCE PRACTICES
FOR LOCALLY HIRED MANAGERS
OUTSIDE OF JAPAN
• Prevailing market rates – no attention paid to seniority &
bonuses rarely paid
• Employee welfare system usually absent – future of
employees depended upon the market performance of the
subsidiary
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9. POTENTIALAFFECT
• Program intended to enable the firm to maintain its strategy of:
Minimizing costs
Occupying the maximum competitive space
Allowing continued diversification of production locations
• Impact upon the firm:
Expectations from the local managers
Communication problems since Japanese are not very bilingual
Possibility of ties weakening between head office & subsidiary
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10. WHAT ALTERNATIVES?
• Increase recruitment of Japanese managers
• Reduce requirements for expatriate managers
• Alleviate pressure on cost control
• Diversify upstream, out of small motors
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11. KNOWLEDGE WORKER
• Knowledge worker, a term coined by Peter Drucker in 1959,
is one who works primarily with information or one who
develops and uses knowledge in the workplace.
• Also called as intellectual worker or brain worker
• A Knowledge Worker's benefit to a company could be in the
form of developing business intelligence, increasing the value
of intellectual capital, gaining insight into customer
preferences, or a variety of other important gains in knowledge
that aid the business
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12. KNOWLEDGE NETWORK OF KNOWLEDGE
WORKERS
• Knowledge workers work in an environment described as a
knowledge network.
• Popper (1963) states there is always an increasing need for
knowledge to grow and progress continually, whether tacit or
explicit. Knowledge grows like organisms, with data serving
as food to be assimilated rather than merely stored.
• All knowledge workers, particularly R&D project managers,
need to easily access and search internal and external
knowledge bases
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13. MANAGEMENT OF KNOWLEDGE WORKERS
• Knowledge workers are believed to produce more when
empowered to make the most of their deepest skills
they can often work on many projects at the same time
they know how to allocate their time and they can multiply the
results of their efforts through soft factors such as emotional
intelligence and trust.
• Organizations designed around the knowledge worker (instead of
just machine capital) are thought to integrate the best of hierarchy,
self-organization and networking rather than the worst. Each
dictates a different communications and rewards system, and
requires activation of knowledge-sharing and action learning.
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14. HIERARCHY OF KNOWLEDGE
WORK
• Knowledge management programs link the generation of knowledge (e.g.,
from science, synthesis, or learning) with its use (e.g., policy analysis,
reporting, program management) as well as facilitating organizational learning
and adaptation in a knowledge organization. Knowledge management emerged
as a discipline in the 1990s.
• Knowledge organizations transfer outputs (content, products, services, and
solutions), in the form of knowledge services, to enable external use. The
concept of knowledge organizations emerged in the 1990s.
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15. HIERARCHY OF KNOWLEDGE WORK
• Knowledge services support other organizational services,
yield sector outcomes, and result in benefits for citizens in the
context of knowledge markets. Knowledge services emerged as
a subject in the 2000s.
• Social networks enable knowledge organizations to co-
produce knowledge outputs by leveraging their internal capacity
with massive social networks. Social networking emerged in the
2000s.
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