Culture management an important aspect of quality management

Japanese workers tend to regard their company as a community than a business. Buyers do not value the local beliefs, peculiarities and customs. This is due to cross-border acquisitions within Europe. The progress can be affected by integrating the values of the newly merged company .This approach permits the staff to test the effect of the company’s culture. The employees who commute to Japan can act as a mediator between the two cultures. It is difficult to distinguish between local practices and company issues. The major component is Service promotion. As a fresher, the employees fall short of the experience, and during later years the equation is reversed. Hence any alliance affects the economic interests of employees. Delaying promotions can only lead to resistance by the work force. Examples, like sales and human resources depict the underestimation of the foreign buyers to the issues of Japan-Management.

The target of the company is to work on finding solutions to certain challenges posed after acquisition. A classic example is the benefits to the suppliers associations within the companies like Mitsubishi Motors. Here the companies find solutions to the problems in compliance with environmental issues.

A Japanese company in 2002 was acquired by a foreign automobile company. This resulted in the dissolution of the suppliers’ association. The company required the functions of association for effective and efficient communication. Hence an act of reform in supplier relationships was established between Japanese and foreign investors. Japanese believed in reforming the existing system. The resolution resulted in two outcomes. The first defined the function of the suppliers’ association on an operational and a management level. The solutions resulted in the collective working of the sub groups of the organization. These included policies like recycling, foreign sourcing and new technologies. The foreign Investors viewed the organization as a source of weak supplier relationships. But the Japanese people viewed the purchasing policy as a problem. Hence their belief in collectivism helped them earn large profits. Hence the emphasis is on the positive perception by the Japanese staff which could be communication through effective communication.

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