which talks a lot about previous surveys already concluded of which the nature is the same as the subject at hand. This subsection of the article also provides us with a history of the subject, as far back as 1976 . This section gives case example of previous studies made within the field of Japanese management and integration by Japanese multinationals. Mediating the selves. This section enables us to see what the Japanese managers thought of the American management style and likewise, what the American managers thought of the Japanese managerial system. Primary conclusion of the interviews enabled us to see that each side was very aware hat they were managing side by side with a foreign management ethos. Furthermore, the meanings each side attributed to various management practises - meetings, plannings, everyday communication, differed dramatically and uncomfortably . From the interviews conducted , four variables were believed to have significant effect on the management style of the managers, and these variables were critical in shaping management styles in the three electronic plants. These four variables are: the initial culture established by the parent company, the level of budgetary control exercised by the home office, the role and influence of the Japanese managerial assigness in the day to day management of the transplants, and the country of origin of the transplants general manager. Japanese-Dominant Transplant. Due to the large investment made by the parent company into this transplant, it is not surprise that Honshu manufacturing holds a very strong Japanese managerial presence. Upon start of production, the transplant had seventy-one Japanese assignees. Four years down the track, this number dropped to thirty-one, this by no means meant a weaker Japanese managerial system as of these thirty-one employees, ten of them held key managerial positions including General Manager and director of manufacturing. The reasons for ...
