Japanese Manufacturing

Young's (1992, pp. 677 700) principal contention from the article is that both the tenets of Japanese management and characteristics on the American manufacturing environment ought to be changed if Japanese management practices are being effectively applied by American organizations. Although Young (1992, pp. 677 700) makes a persuasive situation for his argument, this article tends to ignore those instances wherein American companies have enjoyed substantial achievement within the adoption of Japanese management practices. This omission is the central weakness from the article.

Young's (1992, pp. 677 700) contention that not all managers inside United States are convinced that American management methods are inferior to people on the Japanese is supported by the literature (Cox, 1982, p. 21). Even once the merit of Japanese management ways is identified during the United States, there is normally opposition to an emulation by American corporations of Japanese management techniques. In some instances, opposition is in accordance with a contention that the specific management ways applied by the Japanese are not at the root on the issues faced by American industrial firms (Maher, 1985, p. 32). In other instances, opposition is according to a contention that, because of cultural differences between Japan and the United States, ways that are successful in Japan isn't successful in the United States (AD AMS Search Grou.

Young, S. Mark. (1992). A framework for successful adoption and performance of Japanese manufacturing processes in the United States. Academy of Management Review, 17(4), 677 700.

Opposition over a adoption of Japanese management techniques by American firms far more typically than not emphasizes either the perceived deficiencies of, or the inapplicability for your American.

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