Decision Making Process in Japan and Western Organizations

Other managers make the choice on their unique and trouble the final results to their subordinates. Depending over a environment, either case can be powerful or disastrous.

In Japan, there's a tendency to avoid the single choice maker and instead involve many people in the process. Sometimes, this involves those who are outside the obvious purview from the decision, but whose input is regarded as valuable enough to include from the process. The result is often a time-consuming process that involves many individuals. However, the method also yields a short implementation period mainly because the program builds a consensus. Rather than managers having to convince individuals involved that this is the proper decision, those people involved are already convinced how the choice is right previous to the implementation comes around.

These a couple of forms of choice doing processes are not closely aligned, and Western businessmen who work with Japanese firms and individuals can be frustrated by the lack of movement with regard on the decision generating process. By understanding the many factors that go into Japanese choice making, just like social and cultural causes along with organization considerations, Western organization professionals are possibly in order to cultivate significantly stronger ties with their Japanese counterparts.

In a vertically structured, group-oriented corporation system that is operated under a pattern of inferior-superior relations with out individual responsibility, individual members inside program cannot make decisions on their individual on matters of any consequence. You'll find exceptions, but in general, decision doing in Japan is often a communal affair requiring unanimous approval by management.

Managers in a western company could possibly be expected to emphasize their ostensible specific responsibilities. The sales director with the Western business may well think of himself as having sole responsibility to your sales of a new product whilst in practice he spends his time in meetings with other directors, market search departments, accountants, production supervisors and lawyers. It would be impossible for ones sales director to produce crucial decisions with out the consensus of these other individuals. His Japanese counterpart would be likely to believe of himself as the head of the team of salesmen, and part of the bigger team of senior managers, all working on numerous difficulties involving the new item (Clark, 1979, p. 129).

It can also be therefore difficult, if not impossible, to find one person who is expected to eat full responsibility for any one decisions. The notable exception to this is for serious accidents or failures. As it is impractical to keep large groups of men and women collectively responsible for critical mistakes or misfortunes, Japanese society has created the program of allowing one man to assume full responsibility for the setback and make amends by resigning his position. Examples of this come generally in each business and politics in Japan. However, when a president or department director or section head takes very own responsibility in such cases, it is only a formality. He just isn't particularly dishonored and customarily collects his retirement allowance.

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