...1. What were the triggers of cultural change in Japan during the 1990s? How is cultural change starting to affect traditional values in Japan? During the 1990s a prolonged economic slump forced quite a number of Japanese companies to change their ways of doing business, like abandon the “Confucian values”. Younger people, who saw this, begun to question themselves if it’s meaningful to be tied to a company for life. Furthermore they saw that the western ideas of doing business seemed to have greater possibilities and more freedom to move around. These are the reasons why western values become more and more important in the Japanese life and bit by bit affected the traditional Japanese values. 2. How might Japan’s changing culture influence the way Japanese businesses operate in the future? What are the potential implications of such changes for the Japanese economy? The generation born after 1964 has other new views how to act with a company. Nowadays the employees feel more important for themselves, for example for their career, than for the company. The new generation will make individual effort and won’t work for a greater good of their company for all employees. Therefore companies has to change their programs of benefits. They have to support individual performance stronger and don’t base it in a seniority pay system and reconsider about the sense of the rest of the benefits given to every employee as a part of the Confucian values. 3. How did traditional Japanese...
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...announced, Matsushita is trying to achieve a younger workforce that is encouraged with individuality, initiative taking and risk seeking. It wants its young managers to become rational and logical, ambitious and aggressive, and at the same time to create an organization that can carry out their ambitious plans. One of the impediments to successfully implementing these changes is the lifetime employment commitment, which held Matsushita back from cutting off unnecessary management staffs. Also, the existing managers are performing poorly because of their old way of doing things. Again, since it cannot lay workers off, it has to cut back on its hiring and this is triggered by the slow growth rate. Implications for Matsushita: (a) If changes are made quickly, the company would have a dynamic workforce that would increase the growth rate. But that would lack the loyalty of its employees, which is still a very strong force to keep the company going. (b) If Matsushita takes too much time, it might fall back and become unable to revolutionize its workforce. If old employees do not make way for new employees, the company will have a slower growth rate with an aging workforce. 5. What does the Matsushita case teach you about the relationship between societal culture and business success? The Matsushita case teaches us that societal culture and business success are very closely related. This is because the culture in the organization is a very important driver of its success and this culture...
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...Anutra Rujivipat 5602640020 1. What are the triggers of cultural change in Japan during the 1990s? How is cultural change starting to affect traditional values in Japan? As we know that when time changes, everything will be changed. Culture does not stay constant. Many different period of times also have many different cultures, social values, believes, and so on. In japan, the old generations, which are collectivism, have a strong belief of nationalism. They grew up with many difficulties and have to work hard in order to make their family, their country success so that it takes a lot of patient. In consequences, they must seek for the convenience of life for example, cheap accommodation, retirement bonus, and guaranteed lifetime employment. Therefore, they are willing to work hard and pay royalty to the company to exchange with those rewards. On the other hand, the new generations like people who born after 1964 have lacked popularity of their parents. Those new generations grew up in the richer and more stable society. The only two things that they concerned are their selves and their family, not about the country anymore. Therefore, with the different style of living, social value, Japan’s culture changed. The idea that the company has to take care of its employees with wide range of benefits in order to gain respect from those employees does not exist anymore because of the fact that the new generations do not pay royalty to the company...
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...Subject: Matsushita and Japan’s Changing Culture Question #1: What were the triggers of cultural change in Japan during the 1990s? How is the cultural change starting to affect traditional values in japan? Answer: Some triggers that started the cultural change in japan were; the spread of Western ideas making their ways felt, possibilities in the areas with the Western ideas seemed greater, and the Japanese economy prolonged economic slump. The change is affecting cultural whereas workers are not willing to be “salary-men” anymore and no longer want to be with one company for the entirety of their working career. Question #2: How might Japan’s changing culture influence the way Japanese businesses operate in the future? What are the potential implications of such changes for the Japanese economy? Answer: The changing culture is going to change the Japanese business operations dramatically. One reason why is that companies are going to start hiring less workers because of the increasing age and employment time of the current employees. It will also cause companies to adapt quicker to the changing trends of the consumer. Implications that could be added to help companies with the changing culture would be to get a jump on what they think would be the next trend so they will not be left behind. Another one that could be added would be good retirement benefits so that employees won’t stay with the company all their and will want to retire. Question #3: How did traditional...
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...Case Analysis: Chapter 3 Closing Case BUSN 427 March 6, 2014 1. What were the triggers of cultural change in Japan during the 1990s? How is cultural change starting to affect traditional values in Japan? In the 1990s when Japanese economic growth slowed down for a long time firms were forced to change the way of doing business. They started to fire older employees. The younger generation, which grows up wealthy, saw this process and concluded that loyalty to one company might be not the best for themselves. The difference between the postwar generation and their children the parents were struggling to recover from the humiliation of defeat / the children grow up in a richer world with more possibilities and they did not wanted to be a salary man and tie themselves to one company for a lifetime is the change in the Japanese culture. It led to a change in the traditional values in Japan. Loyalty, group identification and reciprocal obligations became less and individualism more important. 2. How might Japan's changing culture influence the way Japanese businesses operate in the future? What are the potential implications of such changes for the Japanese economy? In the first step Japan's changing culture is influencing the way how Japanese businesses will manage their human resource. If loyalty, group identification and reciprocal obligations loses there value in for the employees, then the companies needs to put some other incentives. Lifelong working contracts...
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...Content Content | 1 | Case I | 2 | Case II | 11 | Case III | 20 | References | 30 | Coursework | 31 | Case Study I The Globalization of Starbucks Thirty years ago, Starbucks was a single store in Seattle’s Pike Place Market selling premium-roasted coffee. Today it is a global roaster and retailer of coffee with some 17,000 stores, 40% of which are in 50 countries outside the United States. Starbucks set out on its current course in the 1980s when the company’s director of marketing, Howard Schultz, came back from a trip to Italy enchanted with the Italian coffeehouse experience. Schultz, who later became CEO, persuaded the company’s owners to experiment with the coffeehouse format – and the Starbucks experience was born. The strategy was to sell the company’s own premium-roasted coffee and freshly brewed espresso-style coffee beverages, along with a variety of pastries, coffee accessories, teas, and other products, in a tastefully designed coffeehouse setting. From the outset, the company focused on selling a “third place” experience, rather than just the coffee. The formula led to spectacular success in the US, where Starbucks went from obscurity to one of the best-known brands in the country with over 137,000 employees and $10.7 billion in annual revenues. Thanks to Starbucks, coffee stores became places for relaxation, chatting with friends, reading the newspaper, holding business meetings, or (more recently) browsing the Web. In 1995, with 700 stores...
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...Customer Relationships and Value through Marketing UNIQLO: UNIQUe cLOtheS, UNIQUe ShOppING eXperIeNce A hugge Japanese adult consumer preferred luxury brands, whereas the teenage crowd tended to frequent niche fashion shops to stay current with the latest trends. At the time, casual clothing in Japan was thought of as being either affordable but poorly made or of high quality but expensive. The market for casual clothing was also fairly limited, with people in general perceiving such informal wear to be trendy and impractical, and to cater mostly to younger people. Tadashi Yanai, the founder and chairman of Fast Retailing—the parent company of UNIQLO— set out to change all that, aiming to provide consumers with casual clothes that were affordable and yet of good quality, and to expand the market for casual clothes to the entire population. In 1998, UNIQLO began a revolution in the Japanese fashion industry with a now-legendary line of fleece garments that came in a gradient of colors and were sold at an affordable price of ¥1,900 each. It proved to be UNIQLO’s best selling item and is still one of its most popular products today. Suddenly, fleece garments—and UNIQLO— were “cool” and hip, and the demand for UNIQLO’s affordable, casual wear exploded. LearNING OBJectIVeS After reading this chapter you should be able to: Define marketing and identify the requirements for marketing to occur. Explain how marketing discovers and satisfies consumer needs. Distinguish between marketing...
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...Managing Human Resources, 14e, Bohlander/Snell - © 2007 Thomson South-Western © STONE/GETTY IMAGES chapter 15 International Human Resources Management After studying this chapter, you should be able to objective Identify the types of organizational forms used for competing internationally. objective 1 2 3 4 5 6 7 8 Identify the unique training needs for international assignees and their employees. objective Explain the economic, politicallegal, and cultural factors in different countries that HR managers need to consider. objective Identify the characteristics of a good international compensation plan. objective Explain how domestic and international HRM differ. objective Reconcile the difficulties of home- and host-country performance appraisals. objective Discuss the staffing process for individuals working internationally. objective Explain how labor relations differ around the world. PART 6 Expanding Human Resources Management Horizons 639 Managing Human Resources, 14e, Bohlander/Snell - © 2007 Thomson South-Western 640 PART 6 Expanding Human Resources Management Horizons W hen you pick up a newspaper or turn on the TV, you’ll notice that stories are constantly being told about companies competing globally. These stories might include mergers of U.S. and international companies, such as Daimler-Benz and Chrysler a few years ago. Or they might highlight companies expanding into other...
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...the Americas for Queen Isabella of Spain when he was trying to establish a trade route to the East Indies across the Atlantic Ocean from Europe. Although international trade has existed for a long time, the volume of international trade exploded after World War II and has continued to reach tremendous levels. This international diversity can be seen all around us. Probably, the watch you wear, the computer you use, the car you drive, or the frying pan you use to prepare breakfast are not produced in the country where you live. The nationalities of products are even obscured as companies become more internationally dispersed. The most famous electric guitar in the world is the Fender Stratocaster. If you go to your local music shop, you will find that Stratocasters vary in cost from $500 to around $3,000. Some of the variation in cost is because of different features and model names. However, closer inspection to the headstock will show that much of the price variation has to do with where the guitar is produced. Fender Stratocasters can be produced in Japan, Mexico, Korea, and the United States. You might wonder which nationality of Fender Stratocaster garners the highest price on the free market. The result might...
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...written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc. 222 Rosewood Drive, Danvers, MA 01923, website www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030-5774, (201) 748-6011, fax (201) 748-6008, website www.wiley.com/go/permissions. To order books or for customer service please, call 1-800-CALL WILEY (225-5945). ISBN 978-0-470-34381-4 Printed in the United States of America 10 9 8 7 6 5 4 3 2 1 Preface Information technology and business are becoming inextricably interwoven. I don’t think anybody can talk meaningfully about one without the talking about the other.1 Bill Gates Microsoft I’m not hiring MBA students for the technology you learn while in school, but for your ability to learn...
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...written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc. 222 Rosewood Drive, Danvers, MA 01923, website www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030-5774, (201) 748-6011, fax (201) 748-6008, website www.wiley.com/go/permissions. To order books or for customer service please, call 1-800-CALL WILEY (225-5945). ISBN 978-0-470-34381-4 Printed in the United States of America 10 9 8 7 6 5 4 3 2 1 Preface Information technology and business are becoming inextricably interwoven. I don’t think anybody can talk meaningfully about one without the talking about the other.1 Bill Gates Microsoft I’m not hiring MBA students for the technology you learn while in school, but for your ability to learn...
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...my life. As I reviewed my course notes, I realized that the basics of an MBA education were quite simple and could easily be understood by a wider audience. Thousands of Ten-Day MBA readers have proven it! Readers are applying their MBA knowledge every day to their own business situations. Not only useful in the United States, The Ten-Day MBA has been translated into many languages around the world. So many people are curious about business education, including doctors, lawyers, businesspeople, and aspiring MBAs. This book answers their questions. The Ten-Day MBA really delivers useful information quickly and easily. Current MBA students have written me that they even use the book to review for exams. Ten-Day MBAs are “walking the walk and talking the talk” of MBAs every business day. It’s proven that this book can work for you. Written for the impatient student, The Ten-Day MBA allows readers to really grasp the fundamentals of an MBA without losing two years’ wages and incurring an $80,000 debt for tuition and expenses. Prospective MBAs can use this book to see if a two-year investment is worth their while; those about to enter business school can get a big head start on the competition; and those of you who cannot find the time or the money can get at least $20,000 of MBA education at 99 percent off...
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...my life. As I reviewed my course notes, I realized that the basics of an MBA education were quite simple and could easily be understood by a wider audience. Thousands of Ten-Day MBA readers have proven it! Readers are applying their MBA knowledge every day to their own business situations. Not only useful in the United States, The Ten-Day MBA has been translated into many languages around the world. So many people are curious about business education, including doctors, lawyers, businesspeople, and aspiring MBAs. This book answers their questions. The Ten-Day MBA really delivers useful information quickly and easily. Current MBA students have written me that they even use the book to review for exams. Ten-Day MBAs are “walking the walk and talking the talk” of MBAs every business day. It’s proven that this book can work for you. Written for the impatient student, The Ten-Day MBA allows readers to really grasp the fundamentals of an MBA without losing two years’ wages and incurring an $80,000 debt for tuition and expenses. Prospective MBAs can use this book to see if a two-year investment is worth their while; those about to enter business school can get a big head start on the competition; and those of you who cannot find the time or the money can get at least $20,000 of MBA education at 99 percent off...
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...permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc. 222 Rosewood Drive, Danvers, MA 01923, website www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030-5774, (201) 748-6011, fax (201) 748-6008, website www.wiley.com/go/permissions. To order books or for customer service please, call 1-800-CALL WILEY (225-5945). ISBN 978-0-470-34381-4 Printed in the United States of America 10 9 8 7 6 5 4 3 2 1 Preface Information technology and business are becoming inextricably interwoven. I don’t think anybody can talk meaningfully about one without the talking about the other.1 Bill Gates Microsoft I’m not hiring MBA students for the technology you learn while in...
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...nonmarketing executives.” —Christopher Lovelock Adjunct Professor, Yale School of Management Author, Services Marketing “Kotler tackles the formidable challenge of explaining the entire world of marketing in a single book, and, remarkably, pulls it off. This book is a chance for you to rummage through the marketing toolbox, with Kotler looking over your shoulder telling you how to use each tool. Useful for both pros and those just starting out.” —Sam Hill Author, Sixty Trends in Sixty Minutes “This storehouse of marketing wisdom is an effective antidote for those who have lost sight of the basics, and a valuable road map for those seeking a marketing mind-set.” —George Day Geoffrey T. Boisi Professor of Marketing, Wharton School of Business “Here is anything and everything you need to know about where marketing stands today and where it’s going tomorrow. You can plunge into this tour de force at any point from A to Z and always come up with remarkable insights and guidance. Whatever your position in the business world, there is invaluable wisdom on every page.” —Stan Rapp Coauthor, MaxiMarketing and Max-e-Marketing in the Net Future “A nourishing buffet of marketing wisdom. This is a book to which you will return many times after the initial reading.” —Leonard Berry Distinguished Professor of Marketing, Texas A&M University Author, Discovering the Soul...
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