How Far Can Business Methods Developed In One Country Be Applied In Another :: essays research papers fc

The question states the transferability of affair methods from one country to an early(a), via Japanese techniques. However, in ramble to answer, we must define the term acculturation, as the term culture encompasses business methods, i.e. in order to befool foreign business methods we must adopt its culture. In Needles (1994) definition of culture he states, "A particular reside in business is the extent to which we can learn from the business experiences of other cultures and transplant ideas d eveloped by businesses in one culture and wasting disease then in a totally different setting." A study implication of the work of Hofstede (1980) and Trompenaars (1994) and other contributors to the knowledge about international culture and solicitude is that "cultural interpretation and adaptation" are a undeniable prerequisite to the comparative understanding of national and international management practice.Hofstede suggests that plot hard - nosed (short termis t, task/result orientated) American or Anglo-Saxon approachs to business management whitethorn work well in Chicago, they may be counterproductive in Japan.More specifically, the procedure of international cultural adaptation may be applied to the three following areas 1. Motivation theories, 2. Leadership concepts, 3. direction by Objectives (MBO)The three areas are described by Hofstede as characteristic of the issue at hand. Hofstede states that "not only organisations are culture outflow theories about organisations are equally culture bound." Morden (1993) comments "There is no guarantee, therefore, that theories and concepts substantial within the cultural context of one country can with life-threatening effect be applied in another. This implies that it is not possible for much(prenominal) theories to be universally valid." In the UK, interest has been awakened by the considerable investiture in the economy by major Japanese firms, who study entered a uthoritative key industries, such as motor manufacturing and electronics. Whilst taking advantage of enthronisation incentives offered by the British Government, and the range of skills offered by British workers, these Japanese companies (e.g. Toyota, Honda, Panasonic, etc.) have also introduced several of their own personnel and production practices. These have been equal to achieve the acceptance of the managers and workers concerned, especially in relation to production methods, smell control and management worker attitudes. A comparison between eastern hemisphere and west industrial environments can simply illustrate culture differences., In particular, Britain versus Japan. Nevertheless, a number of Japanese management practices have been adopted precise successfully in a British context (e.g. Nissan).One of the in-chief(postnominal) general difference between Japanese and British companies lies in the sort they are funded.