ieves in contribution of ideas for improvement and benefit. This factory worked well due to good adaptation to the Japanese system by American managers. It was however not clear whether the transfer was superficial or whether the properties of the Japanese system had been properly inducted.American-dominant transplant. At Honshu assembly, the Japanese presence was kept to minimal, with most key positions being held by Americans. The highest and only position held by a Japanese expatriate was the post of deputy general manager. This left the American managers control of manufacturing, engineering and finance. Due to lack of Japanese presence, there was no felt pressure to adapt to the Japanese style of management. It is interesting to note the reversal of situation from that at Honshu manufacturing. By this is meant the lack of accommodation for communication and interaction with the Japanese. Some conflict of communications arose between the Japanese and the Americans, as the Japanese disclosed their feelings of exclusion. Japanese input later proved essential. The American manager executed a very traditional top-down management style with him in control. The American general manager's attitude towards regular morning meetings reflected his belief in turfs, individual responsibility and his constant rejection of the Japanese diffusion of power within the organazition. He believed that the practise of having all managers at a daily meeting was a waste of time . Honshu assembly's human resource manager, an American in a good position to note the induction of blue-collar workers into the company, described the Honshu assembly transplant as "failing to invest in the company". Lack of communication, exclusion from meetings and no attempt to socialise workers and Japanese managers, management pratices were controlled by US norms, despite Japanese ownership. Hybrid transplant. From studying management styles of the two previous company's in...
