by Loi Chi-ho. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1995. / Includes bibliographical references (leaves 54-58). / ABSTRACT --- p.iii / TABLE OF CONTENTS --- p.iv / ACKNOWLEDGMENTS --- p.vi / CHAPTER / Chapter 1. --- INTRODUCTION --- p.1 / Chapter 1.1 --- Lifetime Employment --- p.3 / Chapter 1.2 --- Seniority-Based Promotion System --- p.4 / Chapter 1.3 --- Enterprise Unionism --- p.5 / Chapter 2. --- THE STRUCTURE OF THE LABOUR SYSTEM --- p.7 / Chapter 2.1 --- "The Definition of ""Employee""" --- p.8 / Chapter 2.2 --- The Origin of Shushin Koyo --- p.10 / Chapter 2.3 --- Nenko Joretsu: A Base of Integration --- p.15 / Chapter 2.4 --- Enterprise Union: The Linkage with Kaisha --- p.19 / Chapter 3. --- THE CHANGING ENVIRONMENT --- p.23 / Chapter 3.1 --- Changes in Economic Environment --- p.24 / Chapter 3.2 --- Demographic Changes --- p.26 / Chapter 3.3 --- The Changing Work Ethic --- p.28 / Chapter 3.4 --- Mid-lifetime Employment Crisis --- p.31 / Chapter 4. --- THE FUTURE PATTERN --- p.36 / Chapter 4.1 --- Can Shushin Koyo Be Continued? --- p.37 / Chapter 4.2 --- Nenko Joretsu: The Product of Old Generation? --- p.40 / Chapter 4.3 --- Enterprise Unions: Will the Linkage continue? --- p.43 / Chapter 4.3.1 --- Japanese Labour System in the 21st Century --- p.44 / Chapter 5. --- CONCLUSIONS --- p.48 / APPENDIX --- p.51 / BIBLIOGRAPHY --- p.54

No description available.

Japanese-style management has attracted a lot of attention from managers, business executives and scholars worldwide. The sudden intensity of interest in the so-called Japanese Management Model has been partly due to the rapid ascendancy of Japan as, a leading economic superpower in a relatively short period after her humiliating defeat in the Second World War. In 1982, Malaysia officially launched the "Look East" policy to emulate the Japanese by adopting Japanese-style management practices. It was believed that by adopting Japanese-style management techniques, the Malaysians can replicate the Japanese success. This study aims to discuss what constitutes Japanese-style management and also to determine if it can be transferred to the Malaysian public enterprise sector. From this study, it was revealed that only some elements of Japanese-style management are transferable to Malaysian public enterprises. There is a number of problems encountered in trying to transfer the Japanese practices to Malaysian public enterprise sector, especially if they are not compatible with the Malaysian values. The problems of transferring Japanese management techniques across national boundaries are further compounded when the transfer is from private sector to public sector. Even in the case of Japan, her public enterprise sector does not even have a reputation of efficient management. It was also found that despite the official policy and persistent effort towards "Japanisation" by the government, the majority of Malaysian workforce still prefer the present existing management system. To some extent, the study has provided some answers to questions regarding the feasibility of adopting the Japanese-style management. But most important of all, the study has revealed that Japanese-style management is not a panacea to the problems confronting the public enterprise sector in Malaysia.

Thesis (Ph. D.)--Harvard University, 1991. / Order number 9123040. Includes bibliographical references (p. 589-616).

published_or_final_version / Public Administration / Master / Master of Public Administration

published_or_final_version / abstract / toc / Comparative Asian Studies / Master / Master of Arts

published_or_final_version / Business Administration / Master / Master of Business Administration

This research mainly examines the superior-subordinate relationship between Japanese managers and Thai subordinates working in joint ventures in Thailand, especially the management style of the Japanese and the reactions of the Thais, Cultural adaptation of Japanese expatriates and Thai subordinates is also explored. Through this study, we gain better understanding of the Japanese-Thai interpersonal relationships, communication patterns, work ethics, and other cultural values with particular emphasis on recurring themes such as concepts about work, vertical relationship, authority and supervision style, and gender issues. The in-depth interviews were conducted with ten Japanese managers, six Thai managers, and 12 Thai subordinates in Thailand in 2001. Findings show that although there are some similarities in Japanese and Thai cultural values at work, conflicts, frictions, and misunderstandings still exist between Japanese superiors and Thai subordinates because of their cultural differences. Both parties also have some stereotypes and negative myths of the other party. Concerning concepts about work, Japanese superiors prefer immediate actions from their Thai subordinates when problems arise whereas when the Thais encounter some difficulties in solving problems, they hesitate to inform their superiors. Since there is no clear job description in Japan, the Thais often feel uncomfortable when their job responsibilities overlap with their colleagues. Moreover, unlike Japanese people, Thai employees do not have a strong commitment to the company. Vertical relationship explores how the Japanese and the Thais build and maintain their relationships at work and after work hours. The Japanese believe that relationships should follow job accomplishment while the Thais think that good relationships should be established before working. After-hour activities are suggested as means to strengthen relationships between superiors and subordinates. Furthermore, Japanese superiors tend to use different strategies to supervise their Thai subordinates; those strategies include scolding, expecting expression of opinions, information sharing, and delegation of authority in decision making processes. However, the strategies seem not to work properly in Japanese-Thai joint ventures due to cultural differences at work. Although gender can be a barrier in career advancement in Japan, Japanese expatriates do not see this as the case in Thailand. However, most of the Thai female subordinates complained that women were less likely to get promotions while Thai male subordinates thought that career advancement was blocked because managerial positions were occupied by and reserved for Japanese expatriates. At the end, three cases are presented to illustrate how Japanese superiors and Thai subordinates adjust in intercultural work settings. Each case consists of two individuals' work experience and adaptability. We can see the importance of individual differences as some Japanese superiors and Thai subordinates realize cultural differences and try to adjust to the intercultural work settings while others hold back and, finally, resign from the company. To avoid conflicts and misunderstandings, and to work together effectively, Japanese managers and Thai subordinates should realize their cultural differences and learn the other's culture. If problems arise, they should be open-minded and willing to help each other solve the problems. / Graduation date: 2004

by Gerald Fong Chung-Leung and Harmon Lo Wai-Chuen. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1992. / Includes bibliographical references. / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iii / LIST OF TABLES/LIST OF FIGURES --- p.v / ACKNOWLEDGEMENTS --- p.vi / Chapter I. --- INTRODUCTION --- p.1 / Overview --- p.1 / Case --- p.1 / Objective --- p.2 / Analytical Framework --- p.3 / Methodology --- p.5 / Literature Review --- p.6 / McGregor's Theory X and Theory Y --- p.7 / Maslow's Need Hierarchy Theory --- p.8 / Herzberg's Two Factor Theory --- p.9 / Hofstede's Four Dimensional Model of Cultural Difference --- p.10 / Chapter II. --- CULTURAL CHARACTERISTICS --- p.12 / National Culture --- p.12 / Japan --- p.13 / South-East Asian Countries --- p.14 / Organizational Culture --- p.16 / Japanese Organization --- p.16 / South East Asian Chinese Organizations --- p.21 / Chapter III. --- CASE STUDY --- p.25 / Management Practices of NCS --- p.25 / Management Effectiveness of NCS --- p.29 / Questionnaire --- p.29 / Demographic --- p.31 / Life time employment --- p.33 / Job Satisfaction Level --- p.34 / McGregory's Theory X and Theory Y --- p.36 / Maslow's Need Hierarchy Theory --- p.37 / Herzberg's Two-Factor Theory --- p.37 / Corporate Effectiveness --- p.38 / Chapter IV. --- CONCLUSION --- p.42 / Adoption of Japanese Management Style in NCS --- p.42 / Limitation --- p.45 / Management Implication --- p.46 / Recommendation --- p.47 / APPENDICES / BIBLIOGRAPHY