Filip Diana-Georgiana [627230]

Group 959

Team 1

Filip Diana-Georgiana

Ionică Maria-Denise

Manolescu-Neac
ș
u Andre ea-Simona
Mar
ș
eu Elena

Militaru Iuliana-Bianca
Ostroveanu Theodor-Ioan

John Higgins – An American Native in Japan

General presentation of the case study (Structured summary)

Mr.
Leonard
Prescott
is
the
current
vice-president
and
general
manager
of
the

Weaver-Yamazaki
Pharmaceutical
Company
Ltd.
Of
Japan.
Before
arriving
in
Japan
in
2010,

he
had
been
working
for
the
company
over
the
course
of
25
years
in
India,
the
Philippines

and
Mexico.
He
had
also
spent
several
years
in
the
international
division
of
the
company
in

New York.

Mr.
John
Higgins
was
born
in
a
small
Midwestern
town,
where
he
completed
his
high

school
education
in
2000.
He
then
went
on
to
attend
a
large
state
university
for
one
year,

before
he
was
drafted
into
the
Army.
There,
he
attended
the
Army
Language
School
for
an

intensive
training
in
foreign
languages
(where
he
learned
Japanese)
–
for
15
months.
After
his

training
he
was
assigned
as
an
interpreter
and
translator
to
the
Intelligence
Detachment
in

Tokyo.
During
his
time
in
Tokyo,
he
took
an
advanced
course
emphasizing
reading
and

writing,
coupled
with
literature
and
history
courses
at
a
well-known
Japanese
university.
He

was
then
released
from
the
Armed
Forces
in
2007
and
returned
to
college
in
order
to
resume

his
education.
In
2008
he
graduated
from
the
university,
majoring
in
business
management.

Later
on
that
year,
he
took
a
position
as
a
management
trainee
with
the
International
Division

of
the
Weaver
Pharmaceutical
Company,
receiving
training
within
the
International
Division

of
the
company
in
New
York
for
6-12
months.
In
the
fall
of
2009
he
was
assigned
the
role
of

executive
assistant
to
the
general
manager
at
the
time,
Mr.
Richard
Densely.
His
role
in
the

company
were:
attend
trade
meetings,
troubleshoot
with
major
Japanese
customers,
negotiate

with
the
government
officials,
conduct
marketing
research
projects
and
to
help
out
Mr.

Densely
in
his
day-to-day
administration
of
the
firm.
In
2011,
he
married
a
Japanese
girl

whom he had met shortly after returning to Japan.

Mr.
Shozo
Suzuki
is
the
president
of
the
Weaver-Yamazaki
Pharmaceutical
Company

Ltd and executive vice-president of the Weaver Company.

Mr.
Nonogaki
is
the
chief
of
subsection
in
the
Purchasing
Department.
He
was

dismissed
from
the
organization
and
then
later
re-employed
by
one
of
the
other
subsidiaries

of the Japanese parent company.

The
Weaver-Yamazaki
Pharmaceutical
Company
Ltd
owns
a
substantial
share
of
the

market
in
Japan.
They
have
a
strong
competitive
advantage,
since
they
have
developed
many

important
drugs,
while
also
having
extensive
international
operations
in
many
parts
of
the

world.
In
1998
the
company
had
undertaken
local
production
for
some
products,
since
they

wanted
to
prepare
themselves
for
Japanese
competition.
They
were
known
to
move
American

personnel
around,
from
one
international
post
to
another,
in
foreign
divisions,
for
periods

ranging
from
3
to
5
years.
However,
some
of
the
employees
ended
up
staying
abroad
more

than
the
initial
period,
leading
to
some
who
stayed
in
foreign
posts
for
over
10
years.
The

company
had
a
policy
of
assigning
new
international
trainees
to
domestic
operations
for
6

months,
in
order
for
them
to
get
acquainted
with
overall
company
operations.
This
procedure

was
followed
by
a
6-12
months
training
period
at
the
International
Division
in
New
York,

before being assigned overseas.

In
Japan,
Prescott
put
forward
a
policy
of
promoting
personnel
based
on
merit,
rather

than
length
of
service
and
education,
coupled
with
an
annual
review
system.
This
policy

ended up causing great anxiety for the Japanese employees.

The
Yamazaki
Pharmaceutical
House
is
the
franchise
distributor
for
Weaver’s
in

Japan.
At
first,
they
manufactured
a
limited
line
of
products,
eventually
starting
to

manufacture
sufficient
products
in
order
to
fulfill
the
Japanese
demands.
The
Japanese
R&D

subsidiary
turned
out
a
substantial
number
of
products
(marketed
also
in
the
US
&
globally).

The
House’s
operations
started
in
the
1980s
and
its
exports
resumed
in
1998.
In
the
summer

of
2004
they
established
a
jointly
owned
and
operated
manufacturing
subsidiary
in
Japan.
In

the
beginning,
they
imported
only
from
the
US,
due
to
highly
specialized
items
being

requested.
They
had
a
strong
competitive
advantage
due
to
the
constantly
improved
product

lines
and
the
many
developed
drugs.
The
Americans
in
the
subsidiary
were
primarily

concerned
with
R&D
activities,
without
overall
having
any
management
responsibilities.
In

2

this
company,
Higgins
was
considered
a
trained
and
skilled
executive
assistant,
indispensable

to the company.

Facts
set
aside,
Prescott
considered
that
there
was
no
point
in
a
progressive
American

Company
copying
traditional
Japanese
traditions
and
values,
and
that
the
purpose
of
Weaver

Company
was
to
bring
in
new
ideas
and
practices.
From
the
American
perspective,
some
of

the
Japanese
business
practices
were
considered
a
“Necessary
evil”
required
for

unproblematic
business
processes.
Higgins
started
being
an
active
part
of
the
system,
without

considering
the
American
business
ethics
anymore.
Prescott,
on
the
other
hand,
considered

that
the
best
international
executive
in
this
company
would
be
someone
who
“retained
a

belief
in
the
fundamentals
of
the
US’
point
of
view,
while
also
understanding
foreign

attitudes”.
This
understanding
should
be
intuitive,
but
it
should
also
be
objective
and
not

characterized by any strong emotional attachment.

The
Japanese
operations
were
seen
as
the
most
successful
ventures
by
the

management
of
the
Weaver
Company.
The
Japan
subsidiary
was
a
promising
future
prospect

with
a
steady
improvement.
The
company
also
had
a
generally
satisfactory
relationship
with

the subsidiary, with nothing but minor irritations.

When
replacing
the
old
management,
Prescott
noticed
that
Higgins’
behavior
and

attitude
started
being
closer
to
the
Japanese
culture,
therefore,
in
his
eyes,
Higgins
was
no

longer
the
bi-cultural
executive
assistant
he
was
praised
for
in
the
past.
From
a
cultural
point

of
view,
Americans
tend
not
to
adapt
themselves
to
the
finer
aspects
of
the
Japanese
culture,

rather
choosing
to
impose
their
own
values
onto
the
Japanese.
Higgins
started
being
very

judgmental
of
the
American
Business
practices
in
Japan,
because
he
was
too
emotionally

involved
with
the
culture
and
started
living
the
life
of
a
normal
Japanese
citizen.
Therefore,

he
started
acting
like
a
Japanese
executive
assistant:
listening
to
the
personal
problems
of

subordinates,
having
close
relationships
with
employees,
etc.
Prescott
believed
that
it
would

be
extremely
effective
if
Higgins
took
on
a
more
emotionally
detached
approach
towards
the

Japanese people and culture.

3

Identification of the problem(s), causes and negative effects

The
main
problem
in
this
case
study
is
the
clash
between
American
and
Japanese

culture,
doubled
by
the
fact
that
Mr
Higgins,
an
American,
decided
to
fully
embrace
the

Japanese culture without keeping any trace of any of his original American one.

We
consider
that
the
primary
issue
put
forward
is
the
fact
that,
by
American

standards,
Weaver
Pharmaceuticals
Company
was
no
longer
productive
enough.
Combining

personal
life
with
the
working
environment
or
integrating
employees
within
processes
based

on
respect,
rather
than
competence,
are
two
of
the
unusual
practices
that
in
the
eyes
of
an

American,
might
deter
from
competitive
goals.
However,
it
is
important
to
note
the
fact
that,

in
a
primarily
Japanese
environment,
their
own
cultural
perspective
might
be
the
best
way
of

instilling
organized
and
productive
work
within
a
company.
It
is
much
easier
for
Japanese

employees to work in an environment that is adapted to their cultural patterns.

It
is
stated
that
the
usual
American
behaviour
when
faced
with
the
Japanese
society

would
be
trying
to
impose
their
own
values,
ideals
and
thinking
patterns
upon
them,
because

they
believe
that
their
ways
are
inherently
right.
An
exception
of
this
sort
of
behaviour
is
the

source
of
all
worry
in
the
case
study,
Mr.
Higgins,
who
chose
to
fully
embrace
the
Japanese

culture
and,
in
turn,
became
less
open-minded
about
American
business
practices.
The

conflict
that
arises
because
of
this
cultural
assimilation
is
the
fact
that,
even
though
the

company is a foreign subsidiary, it is still primarily ruled by American values.

At
the
time
of
the
case
study,
from
the
standpoint
of
cultural
dimensions,
the
United

States
are
characterized
by
​
individualism,
low
power
distance
​
and
​
short
term
orientation
​
,

whereas Japan exhibits the exact opposite cultural profile.

Problem 1

The
first
problem
that
we
encountered
was
the
fact
that
Mr.
Prescott
chose
to
put

forward
a
policy
of
promoting
personnel
based
on
merit,
rather
than
on
length
of
service
and

education.
A
diligent
worker
is
the
most
valuable
asset
of
a
Japanese
company
and
Mr.

Prescott
proved
a
complete
disregard
of
the
cultural
customs
by
choosing
to
judge
his

employees on different standards that were unfamiliar to them.

Cause:
​
The
source
of
the
problem
at
hand
would
be
the
fact
that
Americans
are

rooted
into
meritocracy
and
immediate
results,
while
the
Japanese
value
an
employee’s

relationship
with
the
company
and
the
earned
trust
much
more.
Through
the
yearly
reviews,

4

Mr.
Prescott
proved
the
point
that
the
time
dedicated
to
the
company
isn’t
of
much

significance to the firm if there were no quantifiable results stemming from it.

Negative
effects:
Faced
with
new
standards
that
they
were
unable
to
meet
right
away,

the
new
policy
instilled
great
anxiety
and
insecurity
within
the
employees,
who
are
suddenly

expected
to
prove
their
productivity
on
a
yearly
basis.
Additionally,
this
created
further

tension
between
Mr.
Higgins
and
Mr.
Prescott,
which
led
the
latter
to
believe
that
Mr.

Higgins was not respecting the values of the company anymore.

Problem 2

A
second
issue
lies
in
the
situation
where
Mr.
Prescott
completely
disregarded

Japanese
business
practices
and
fired
the
chief
of
a
subsection
in
the
Purchasing
Department

of
Weaver
Pharmaceuticals,
Mr.
Nonogaki,
only
to
later
find
out
that
the
man
had
been

re-employed in another subsidiary of the Japanese parent company.

Cause:
​
From
a
merit-based
perspective,
the
American
considered
that
Mr.
Nonogaki

was
not
fit
for
the
job,
lacking
initiative,
leadership,
general
competency
and
desire
to

self-improve.
However,
in
the
Japanese
culture,
these
criteria
are
not
enough
to
fire
someone,

as
the
employment
is
mainly
based
on
honesty,
loyalty
and
diligence.
The
main
quantifiable

standard
against
which
the
Japanese
workers
are
held
is
the
number
of
hours
(and
ultimately

years)
dedicated
to
a
company,
whereas
Mr.
Prescott
expected
faster
and
clearer
results
for

the firm’s productivity.

Negative
effects:
​
Mr.
Nonogaki
ended
up
being
re-employed
by
Messrs.
Higgins
and

Takahinshi
in
another
Japanese
subsidiary,
a
fact
which
came
to
Mr.
Prescott’s
attention
by

accident.
Besides
the
fact
that
the
company’s
overall
productivity
was
sacrificed
to
Japanese

employment
customs,
the
re-employment
of
Mr.
Nonogaki
might
read
as
cue
for
the
Japanese

employees
to
undermine
Mr.
Prescott’s
authority
in
the
subsidiary.
Furthermore,
the
cultural

gap between Mr. Prescott and Mr. Higgins was deepend even more.

Problem 3

The
last
identifiable
problem
was
related
to
the
fact
that,
in
Japan,
it
is
important
for

companies
to
have
strong
relationships
with
the
government.
Becoming
part
of
the
culture,

Mr.
Higgins
started
adhering
to
Japanese
business
practices,
which
don’t
perfectly
line
up

with
American
business
ethics.
Mr.
Prescott
is
not
entertained
by
the
idea
and
believes
that

5

Mr.
Higgins
has
surpassed
the
“necessary
evil”
stage
and
has
rather
become
a
willing
part
of

the system.

Cause:
​
The
point
from
which
this
stems
is
the
fact
that,
from
the
perspective
of
a

Japanese
person,
there
is
nothing
wrong
with
the
way
of
doing
business.
As
Mr.
Higgins

perceives
the
processes
through
the
lens
of
a
Japanese
employee,
he
accepts
the
system

without any further questioning, disregarding his previous American experiences.

Negative
effects:
​
Weaver-Yamazaki
Pharmaceuticals
is
a
venture
that
is,
essentially,

equal
parts
American
and
Japanese.
The
American
side
of
the
equation
had
previously
made

it
clear
that
they
only
wish
to
engage
in
“necessary
evil”
activities,
which
reads
into
those

illegal
or
unethical
business
practices
without
which
the
company
would
not
be
able
to

function
on
the
market.
However,
once
involved
into
all
the
supplementary
requirements
of

the
Japanese
government,
legal
implications
might
arise
in
the
future.
On
an
internal
level,

Mr. Prescott is pushed to the point where he cannot trust Mr. Higgins fully anymore.

Identification of alternative solutions for each identified problem

We
identified
three
possible
solutions,
which
might
end
up
solving
the
company’s

problems
as
a
whole,
as
the
three
identified
issues
we
have
found
previously
are
overlapping

in
the
sense
that
they
are
related
to
the
lack
of
understanding
between
Mr.
Prescott’s

perspective and Mr. Higgins’.

Solution 1. Setting up clear company goals

Our
first
proposed
solution
would
be
organising
a
meeting
with
the
General
Manager

from
the
United
States,
Mr.
Prescott,
Mr.
Higgins
and
all
the
other
employees
with
decisional

roles, so as to discuss company goals, values and mission in a structured context.

Advantages:
​
Through
this
method,
the
core
values
of
the
company
are
respected,

without
any
further
debate
about
which
side
of
the
debate,
American
or
Japanese,
is
more

entitled
to
make
decisions.
Furthermore,
the
top
management
is
the
decision
maker
in
the

scenario,
putting
company
goals
above
personal
ones
and
placing
Mr.
Prescott
and
Mr.

Higgins into spots more focused on implementation.

Disadvantages:
The
sudden
need
for
a
company
meeting
might
make
the
top

management
think
that
Mr.
Prescott
is
not
capable
enough
as
a
replacement
for
the
old

management
of
the
Japanese
subsidiary,
which
might
create
further
trouble
for
him
along
the

6

line.
Considering
Mr.
Higgins,
even
though
he
might
understand
the
company
values,
if
he

doesn’t
resonate
with
them
anymore,
he
might
choose
to
resign,
leading
to
the
loss
of
a
very

competent
Executive
Assistant.
Additionally,
due
to
a
possible
sudden
change
in
approach

forced
by
this
solution,
employees
might
experience
a
cultural
shock,
extending
into

conflicts,
employee
turnover
and
even
further
complaints
to
Mr.
Higgins,
who
would
be

pushed to revert to his old rapport with the employees.

Solution 2. Cultivating cultural awareness within the company

Another
solution
that
we
considered
would
be
Mr.
Prescott
making
a
bigger
effort
to

adapt
to
the
Japanese
environment
and
slowly
integrating
their
business
practices
with
the
old

American ones that he holds on to.

Advantages:
​
By
implementing
this
method,
Weaver-Yamazaki
Pharmaceuticals

would
find
the
fastest
route
to
avoiding
conflicts
and
misunderstandings,
by
having
the

manager
become
more
sensitive
to
Japanese
culture.
Furthermore,
as
soon
as
Mr.
Prescott

starts
adapting
better
to
the
Japanese
culture,
employees
would
no
longer
be
as
intimidated
by

him
as
they
are
at
the
time
of
conflicts
and
they
would
stop
using
Mr.
Higgins
as
an

intermediary,
thus
minimizing
his
influence
in
the
company.
By
promoting
both
the

American
and
Japanese
perspectives
to
the
employees,
they
become
more
aware
of
both

business
environments
and
they
stop
feeling
like
they
are
judged
by
different
standards
than

the ones they can perform under.

Disadvantages:
​
The
main
possible
bad
ending
of
this
solution
would
be
the
loss
of

the
initial
American
vision
of
the
company
once
the
Japanese
subsidiary
would
be
managed

by
a
Japanese
and
two
Americans
who
have
chosen
to
consider
the
Japanese
perspective
as

well.
On
the
opposite
end
of
the
spectrum,
there
is
the
possibility
that
Mr.
Prescott
might
fail

to
adapt
to
the
Japanese
culture,
or
that
the
U.S.
top
management
or
the
other
American

employees might not be open to the Japanese perspective on doing business.

Solution 3. Calling for a second executive advisor from the United States

Another
viable
last-resort
solution
for
Mr.
Prescott
could
be
requesting
a
second

Executive
Advisor
from
the
top
management
in
the
United
States,
in
order
to
have
another

opinion available besides Mr. Higgins, which might serve as neutral ground.

Advantages:
​
This
solution
represents
another
perspective
available
in
decision

making
processes,
centered
on
the
company’s
goals.
If
the
advisor
sent
from
the
United

7

States
would
be
someone
with
work
experience
in
another
foreign
market,
different
from

Japan, their opinion could serve as an impartial position.

Disadvantages:
​
As
soon
as
someone
new
appears
on
the
same
position
as
Mr.

Higgins,
he
might
feel
that
his
expertise
is
underappreciated
in
the
company,
which
might

lead
to
his
resignation.
Furthermore,
the
opportunity
for
direct
conflict
between
Mr.
Higgins

and
the
second
Executive
Advisor
arise,
due
to
their
opposite
opinions
–
and,
in
the
worst

case
scenario,
Mr
Prescott
might
represent
yet
another
clashing
viewpoint.
From
a
financial

perspective, this solution entails the highest costs, as the employment costs would rise up.

Selection of the optimal solution

The
optimal
solution
out
of
all
three,
is
the
second
one
because
it
has
the
most

advantages
and
it
is
the
only
solution
that
doesn’t
have
Mr
Higgins’
resignation
as
a
possible

outcome.
If
we
were
to
compare
these
three
solutions
separately,
we
will
see
that
solution
2

has advantages that cover the other solutions’ disadvantages.

If
we
compare
​
Solution
1
and
Solution
2
​
,
we
will
see
that
in
the
case
of
Solution
1,

they
pay
close
attention
to
the
company’s
goals
and
values
into
the
American
side,
whereas

the
​
second
solution
makes
room
for
cultural
understanding
and
compromise.
Even
though
the

1st
Solution
is
one
that
values
what
the
company
is
built
on,
the
2nd
Solution
values
the

cultural
differences,
it
is
more
up-to-date
regarding
the
times
and
the
situation
where
the

company
has
subsidiaries
in
a
different
country.
Moreover,
as
the
employees
are
Japanese,

the
2nd
solution
encourages
more
employee
productivity
as
they
are
generally
allowed
to

work
in
a
familiar
environment.
To
add
up,
the
1st
solution
requires
Higgins
to
be
forced
to

take
a
more
objective
standpoint
to
the
employees,
whereas
the
2nd
solution
allows
Mr

Higgins
to
use
his
expertise
in
Japanese
culture
and
gives
an
opportunity
to
Mr
Prescott
to
get

closer
to
the
employees.
This
situation
will
help
employees
to
open
up
easier
to
Mr
Prescott

and
not
go
only
to
Mr
Higgins
for
help.
In
the
end,
as
there
is
a
cultural
mix-up,
the
1st

solution
may
seem
more
as
an
imposed
one,
whereas
the
2nd
solution
may
seem
more
as
a

proposed
one.
Psychologically,
the
employees
would
tend
to
feel
more
comfortable
with
the

2nd
solution,
as
they
are
not
told
what
to
do,
but
more
they
likely
are
proposed
a
new
and

different way of working, adapted to their cultural needs.

Comparing
​
Solution
2
with
​
Solution
3
we
see
that
the
2nd
one
implies
a
more

conflict-free
environment.
The
3rd
solution
implies
the
possibility
for
conflicts,
as
there
are

8

three
people
directly
involved.
There
might
be
misunderstandings
and
different
opinions

between
Messrs
Prescott,
Higgins
and
the
Executive
Advisor,
therefore
it
would
be
a

hard-to-manage
solution
as
it
has
more
variables.
The
second
solution
implies
that
Mr

Prescott
is
the
one
who
needs
to
adapt
the
most
to
the
situation.
Moreover,
the
3rd
solution

might
make
Mr
Higgins
feel
like
his
opinion
doesn't
count
as
much
as
it
did
before,
whereas

the 2nd one treasures his point of view more.

To
add
up
to
the
comparison,
the
2nd
solution
doesn’t
imply
big
additional
costs
as

the
3rd
one
that
requires
a
new
employee,
more
exactly
additional
costs
for
the
Executive

Advisor’s salary.

Implementation of the optimal solution

●
Resources

For
the
second
solution
we
identified
the
​
resources
needed
and
we
split
them
into
3

categories:
financial,
informational
and
human.
For
the
financial
resources
we
considered
that

the
company
needs
to
set
some
money
aside
for
the
trainings
that
will
be
held
to
raise
cultural

awareness.
These
money
would
go
into
materials
that
are
required
for
the
training,
payment

for
the
trainers
(if
needed)
and
food
and
drinks
for
the
people
joining
the
training.
Then,
for

the
informational
resources
we
thought
that
Mr
Higgins’
expertise
on
Japanese
culture
and

Mr
Prescott’
expertise
on
American
culture
would
be
some
valuable
assets.
Also,
the

knowledge
and
know-how
in
the
domain
of
the
trainers
is
a
big
resource.
As
for
the
human

resources
we
would,
of
course,
need
trainers
and
the
participants
to
the
trainings,
who
would

be the management and the employees.

●
Actions

For
the
best
performance
of
the
solution
we
identified
actions
that
need
to
be
taken.

Firstly,
employees
and
management
should
all
attend
the
trainings
on
cultural
integration

held
by
experts
in
the
field,
who
have
been
familiarized
with
the
current
situation
of
Weaver

Company
beforehand.
To
make
sure
everything
is
going
as
planned
and
that
people
are

feeling
well
and
are
understanding
the
information,
the
company
would
request
constant

feedback
through
surveys
from
the
employees.
Also,
through
asking
for
feedback
from
the

employees,
they
also
become
an
extremely
important
part
in
the
quality
control
of
the

information
given.
The
third
step
implies
Mr
Prescott,
who
will
be
required
to
do
monthly

reports
that
will
be
assessing
the
performance
of
the
Weaver
Company
before,
after
and

9

during
the
implementation
of
the
new
business
solution.
By
these
reports,
the
United
States

management
would
know
if
this
strategy
is
working
and
if
it
is
efficient
in
the
long
and
short

term.
If
the
strategy
works
and
the
employees’
productivity
and
well-being
is
improved,
then

the
company
would
decide
to
continue
on
this
path.
On
the
other
hand,
if
it
doesn’t
work,

they
will
need
to
find
the
“weak
spot”
that
will
be
identified
thanks
to
the
feedback
and
the

reports.

●
Eliminating disadvantages

Mentioned
above,
one
of
the
disadvantages
is
the
loss
of
the
initial
American
vision

of
the
company
once
the
view
of
the
management
would
be
more
considerate
towards

Japanese
culture.
To
avoid
this
concern,
the
solution
would
be
to
organize
constant
meetings

with
the
American
branch
about
the
vision,
mission
and
values
of
the
company,
without
any

goal-setting
for
the
Japanese
subsidiary
involved,
in
order
to
make
sure
that
the
Japanese

branch doesn’t lose focus.

One
second
concern
is
the
fact
that
Mr
Prescott
might
not
adapt
to
the
Japanese

culture.
It
is
important
that
he
gets
exposed
to
this
culture.
In
Japan,
personal
relationships

formed
at
the
workplace
are
valued
and
they
are
strengthened
through
team
buildings
and

more
efficient
and
transparent
communication.
Therefore,
the
adaptation
of
Mr
Prescott
to
the

Japanese
culture
can
happen
at
a
slow
pace,
but
through
the
ways
mentioned
previously.

After that, Mr Prescott would get a lot closer to his employees.

The
last
concern
presented
above
is
the
fact
that
the
United
States
top
management

might
reject
the
Japanese
business
practice.
This
would
be
resolved
through
the
monthly

reports
that
Mr
Prescott
would
do
and
that
will
show
how
productive
the
Japanese
subsidiary

is because the company adapted to the culture.

10