gerial hierarchy is separate and distinct from the blue collar class and where junior managers are typically hired from among recent college graduates, not rank-and-file production workers. Even though enterprise unions are often linked to large nationwide industrial unions, industrial action (eg, strikes) is rare, and most disputes are settled relatively amicably.lack of clear divisions between labor and management in Japanese firms often makes it possible to enlist workers at all levels in efforts to improve productivity and product quality. Quality and service are company-wide concerns from the top to the bottom of the organization, not just management concerns. Japan is noted for its widespread use of quality circles, small groups of workers who spend time (frequently their own) trying to improve operational procedures or product quality in their own area. These efforts help Japanese firms with their kaizen, a philosophy of continuous improvement that is also a hallmark of Japanese manufacturing firmsmmary, the typical Japanese approach to organization and management is both different and effective, and represents a formidable threat to global competitors. Japanese firms have found a way to build their organizations in ways that draw support from the local environment and culture and mobilize their resources in ways that many Western firms have difficulty understanding, let alone responding to. It is a model that prizes cooperation and mutual support among friends and all-out competition against all others.konzernis a country widely known and respected for its cutting-edge technology and craftsmanship. It is also known as a high-cost producer. Combining these two attributes leads to its position in the global marketplace as a producer of innovative, high-quality, and expensive goods and services. However, as globalization pressures continue and price points becomes an increasingly important factor for global consumers, the obvious question is: How can German companies compete now and in the future? To explore this question, it is necessary to examine the unique approach to organization and management that is found in Germany and its Germanic (and to some extent Nordic) neighbors. cultural patternsnumber of social scientists have attempted to describe German culture in general terms. Geert Hofstede, for example, has described the typical German as relatively individualistic (although not so extreme as Americans), high on uncertainty avoidance and masculinity, and relatively low on power distance. Hall and Hall add that Germans tend to be very punctual about time, follow schedules closely, demand order, value their personal space, respect power and position, and seek detailed information prior to decision making. Indeed, Hall and Hall quote a French executive as saying that Germans are too busy managing to think creatively. As discussed in Chapter 3, cultural anthropologists suggest that the dominant German culture includes a mastery orientation, moderate individualism and egalitarian, a strong rule-based orientation, and a monochromic approach to time.foreign observers, Germans tend to be conservative, formal, and polite. Formal titles are important in conversations, and privacy and protocol are valued. In business, Germans tend to be assertive, but not aggressive. Although firms are often characterized by strict departmentalization, decisions tend to be made based on broad-based discussion and consensus building ...
