Implications for Individuals Working Multinationally with the Japanese
The work completed by Masumoto has major implications not only for expatriates working in Japan yet for anyone going to work for a Japanese company anywhere in a westernized nation. The vast differences in how space is allocated are diametrically opposed to how western nations view work space given in companies being more of a relative indicator of independence, individuality, achievement and status. In Japan there more of an orientation on arranging working space to speed up the assimilation and socialization process. This is a critical point for anyone joining a Japanese corporation anywhere in the world to keep in mind, as many Japanese corporations continue this practice of using space for collaboration in the U, S, and Europe as well.
Second, the fluidity of time and its polychronic state in Japan needs to be underscored through training, examples, and internships that show how time is blended, not segmented, in Japanese society vs. western nations. It is the exception rather than the social rule for Japanese managers to not socialize every night after work, yet in the U.S. In many businesses the converse is true. This is again attributed to the differences in the perception of time and its value from a continual acculturation standpoint in Japanese corporations. Time is not "metered out" by Japanese managers as is the case with their western-based counterparts; rather the Japanese managers see the majority of their time as being available for continual "learning" of the interpersonal relationships throughout the organization. This varying perception in time alone needs to be taught to American employees joining Japanese corporations to understand the expectations their manager swill have of them in the future.
Third, the implications of trust on the part of interns and Japanese managers wasn't measured by Masumoto yet this entire area of reciprocity across cultural boundaries is a fascinating one that deserves more research to empirically measure and understand. While the Japanese managers viewed their role as instructors or parents in a parent-child scenario, the interns saw themselves as peers willing to contribute to the company's objectives once they had become assimilated to their new positions. In fact the interns' level of trust only grew after they realized that they were as much expected to learn their interrelationships and how the basic organizations functioned as much as they were expected to excel in their specific professional areas. It is one of the more fascinating aspects of Masumoto's work that illustrates how Japanese managers were able to provide a sense of contribution to interns when the managers' expectations were to provide their guests with a sense of the acclimation process worked. This aspect of the research, worth additional...
The Improve Phase of the DMAIC process is also essential for managing the piloting and testing of the Six Sigma solutions discovered. It is also essential during the new product development process for measuring and quantifying the unique value proposition of the product or service being produced as well. The final phase, Control, is essential in both a Six Sigma and new product introduction process as well (Pestorius, 2007). Conclusion The
Therefore, the standpoint of social embeddedness is a tool that offers to provide a clear picture if one wants to comprehend the contribution of the relational factors in the success of outsourced IS projects (Rai, Maruping and Venkatesh, 2009). If one is to increase his/her comprehension and develop an insight about how to monitor and control outsourced IS projects, Johns' (2006 as cited in Rai, Maruping and Venkatesh, 2009) suggestions
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In that regard, fundamentally different interactions between the genders is one element of cultural practices that differs most substantially from national culture to culture and even among individuals of different ethnic or religious backgrounds within the dominant national culture. Typically, individuals of Muslim and Jewish religious traditions (and others) avoid any incidental or polite physical contact between members of the opposite gender, even though such gestures (like handshaking) might be
Thus, more skilled individuals are more likely to possess these. Ensure that the Culturally Diverse Human Resources is Rare Any firm's human resource must be rare, especially if it aims to be the source of sustained competitive advantage. Human skills are normally dispersed in the population, but human resources with high skill levels are rare (Jenson, 1980). In the same manner, the responsibility attached to working in a company or firm
(Building and Maintaining a Diverse Workforce) Agencies are required to develop a good understanding of their individual strengths and weaknesses so as to plan their programs to their best advantage. An agency acquires this information by evaluating the views of the employees on diversity issues. Analysis of the trends and projections of the workforce in determination of the skills gaps and necessitates and devising successive planning strategies are crucial moves
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