How Far Can Business Methods Developed In One Country Be Applied In Another :: essays research papers fc

The question states the transferability of seam methods from one country to another, via Japanese techniques. However, in order to answer, we must(prenominal) define the term socialisation, as the term socialisation encompasses commerce methods, i.e. in order to adopt foreign business methods we must adopt its close. In Needles (1994) definition of culture he states, "A position interest in business is the extent to which we underside learn from the business experiences of other cultures and transplant ideas d eveloped by businesses in one culture and use then in a totally different setting." A major implication of the work of Hofstede (1980) and Trompenaars (1994) and other contributors to the knowledge about outside(a) culture and counselling is that "cultural interpretation and adjustment" are a necessary prerequisite to the comparative understanding of national and international management practice.Hofstede suggests that while hard - nosed (short termi st, task/result orientated) American or Anglo-Saxon approachs to business management may work well in Chicago, they may be counterproductive in Japan.More specifically, the procedure of international cultural adaptation may be applied to the three following areas 1. Motivation theories, 2. leadership concepts, 3. Management by Objectives (MBO)The three areas are described by Hofstede as symptomatic of the issue at hand. Hofstede states that "not only organisations are culture bound theories about organisations are equally culture bound." Morden (1993) comments "There is no guarantee, therefore, that theories and concepts developed within the cultural context of one country can with good effect be applied in another. This implies that it is not accomplishable for such theories to be universally valid." In the UK, interest has been awakened by the great investment in the economy by major Japanese firms, who adjudge entered certain key industries, such as motor manu facturing and electronics. Whilst taking benefit of investment incentives offered by the British Government, and the range of skills offered by British workers, these Japanese companies (e.g. Toyota, Honda, Panasonic, etc.) spend a penny also introduced several of their own personnel and action practices. These have been adapted to achieve the acceptance of the managers and workers concerned, especially in relation to production methods, quality control and management worker attitudes. A comparison betwixt east and west industrial environments can simply illustrate culture differences., In particular, Britain versus Japan. Nevertheless, a number of Japanese management practices have been espouse very successfully in a British context (e.g. Nissan). angiotensin converting enzyme of the important general difference between Japanese and British companies lies in the way they are funded.