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The attitude towards work processes differ in both approaches. Western factory workers are little more than human robots who must conform to the strictest operating procedures. In contrast, Japanese factory workers are given greater freedom and trust to perform the task the best way they can as employees are considered to have the best knowledge about how to do their work, not management.

Both Western and Japanese organizations have vertical structures, though Japanese firms have a flatter structure (Robbins and Coulter, 2005). Western business leaders typically have no concern about their subordinates, while Japanese leaders try to cultivate good relationships with their staff. Japanese leaders are more friendly and caring and do not like to shame employees in public. Employees are treated with respect and trust, which is in tune with Eastern philosophies of maintaining public harmony. In Western companies, each worker is responsible for a narrow range of tasks. In contrast, Japanese employees work in groups and there is collective decision making.

As a result, labour relations differ under both models. Western factories are highly unionized and there is often a bitter relationship between line workers and top management. Employees fight for better working conditions while employers try to keep labour costs low by trimming perks. In contrast, Japanese firms are characterized by providing ‘a rice bowl for life’ which is an appealing concept in an era where job uncertainty is prevalent. In doing so, Japanese firms actually cause their employees to work harder so as not to betray the trust and faith the employer has in them.

Industry organizations are also different. Western firms are separate from one another. Inter firm relations are distant. In contrast, in Japan there is a prevalence of Keiretsu families. Kiretsus are massive, vertically integrated corporations in Japan (Rugman and Hodgetts, 1995). There are three main types of kieretsus: banks, manufacturing companies and industrial companies. Toyota is an example of a manufacturing keiretsu. Kieretsus are so powerful that they often provide all of their own financing and operating needs from internal sources. Keiretsus have close inter-firm relations.

The Future

Strategic leadership is fluid and ever changing. What is acceptable and works in one context may not be feasible in another. In my opinion, though, the Japanese model is better. This method is better in motivating employees to work harder and do their best. Consequently, employees are more committed and have better job satisfaction. This is ultimately beneficial for the firm because employees are its main asset. A harmonious and happy workplace is more conducive to achieve better results than an environment where workers are constantly stressed and depressed. Therefore, I feel that I would adopt the Japanese approach if I were to run a company in future.

CONCLUSION

Honda Motors is an excellent company with a bright future. Owing to a combination of factors such as effective leadership, good corporate culture and a dedicated workforce, the company is able to build and sustain competitive advantage that will serve it well for years to come. The recent automobile industry cr本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。