AS GIVEN RISE TO THE OVERLY SIMPLISTIC TERM IN THE WEST, "JAPAN INC." THIS OYABUN-KOBUN AND ON-GIRI STRUCTURE ACCOUNTS FOR WHAT IS SOMETIMES REFERRED TOAS "CRADLE-TO-THE-GRAVE" JOB SECURITY IN JAPANESE COMPANIES. A JAPANESE MANAGER DOES,THOUGH, FEEL A VERY STRONG SENSE OF RESPONSIBILITY TOWARD THOSE EMPLOYEES REPORTINGTO HIM, AND COMPANY PARTICIPATION IN EVEN THE MOST PRIVATE AFFAIRS OF LIFE IS NOT ONLYTOLERATED BUT EXPECTED BY A JAPANESE WORKER TO AN EXTENT THAT WOULD BE LITERALLYINCOMPREHENSIBLE TO A WESTERNER. EMPLOYEE GROUPS WITHIN A COMPANY WILL FREQUENTLYGO ON VACATIONS, BELONG TO THE SAME CLUBS TO FOSTER INDIVIDUAL HOBBIES AND CERTAINLYCOMPETE AS GROUPS AGAINST OTHER GROUPS WITHIN THE SAME COMPANY. THERE ARE EVENCASES OF SEVERAL LARGE JAPANESE COMPANIES MAINTAINING WEDDING CHAPELS FOR THEIREMPLOYEES! THE INTERLOCKING ATTITUDES ON THE PART OF MANAGEMENT AND THE WORKERS GIVE RISE TOSOME RATHER DIFFERENT GOALS AND OBJECTIVES FOR THE JAPANESE MANAGER AS COMPARED TOHIS WESTERN COUNTERPART. WHILE THE JAPANESE CLEARLY RECOGNIZE THAT PROFIT IS WHATMAKES IT ALL WORK, NONETHELESS, THE TOP MANAGEMENT AND BOARDS OF DIRECTORS OFJAPANESE COMPANIES ARE SATISFIED WITH FAR LESS PROFIT AS A FUNCTION OF SALES THAN AWESTERN MANAGER WOULD BE. AS LONG AS PROFIT IS BEING MADE, A CONSIDERABLE AMOUNT OFATTENTION IS GIVEN TO THE VOLUME OF SALES ITSELF, THUS ENABLING ONE JAPANESE COMPANYTO COMPARE ITSELF TO ANOTHER IN TERMS OF SALES VOLUME. THE IMPLEMENTATION OF THEMUTUAL LOYALTIES TO WHICH I HAVE REFERRED IS ALSO CONSIDERED A PRIME RESPONSIBILITY OFA TOP JAPANESE MANAGER, ALONG WITH MAKING A PROFIT! THE POINT IS MENTIONED HERE BECAUSE ALTHOUGH THE IMPLEMENTATION OF THESE ATTITUDESDOES NOT SURVIVE 100 PERCENT TRANSPLANTING OUT OF THE MILIEU OF JAPAN, NEVERTHELESS,THE JAPANESE MANAGERS OF OPERATIONS IN THE U.S. INVARIABLY TRY TO IMPLEMENT SOME OFTHESE LOYALTY ATTITUDES TO SOME DEGREE. THE IMPLEMENTATION OF THESE ATTITUDES ISGENERALLY LOOKED UPON WITH CONSID...
