this are considerably understanding as this was the first factory of its kind to be built by Honshu Corporation outside Japan. The authors noted from their interview that the control exerted by the Japanese managers was quite noticeable, as an American manager hired during the facilities building stage noted that the Japanese engineers were doing all the tasks and that he was just left to watching, without ask for opinion or decision.The General manager of Honshu manufacturing was senior vice president of Honshu manufacturing's US operation. He was given a lot of freedom over decisions without hindrance from the parent company. This is what led to this particular transplant's more autonomous running, and the very Japanese style way of management. One American manager demonstrates the differences in work culture by saying: "They are not taught to manage people. To them manage means you tell somebody something and your subordinate will go and take care of it". By this, the american managers quickly gathered that their conception of 'management' was not recognized or accepted by their Japanese counterparts. The American managers at Honshu manufacturing that were interviewed were the 'success stories' , as they had adapted to the Japanese culture of work, by gaining the trust of the Japanese, a big cultural issue in Japanese society. This manager gained success partly because he had subordinated his American management self to the more patient Japanese style . Japanese managers believed that the American managers had done well to learn the Japanese system, but were somewhat let down due to their lack of communication and share of thoughts. Japanese managers believed this problem to be largely in part due the failure by Honshu manufacturing to socialize its American managers into the Japanese management culture. This led to a lack of involvement by American managers, which is in contradiction to the Japanese system of management, which bel...
