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Panasonic and japans changing tradition essay

In Japan in 1918 Konosuke Matsushita founded Matsushita Electric someone electronics company which is well-known today because Panasonic. Panasonic has offices in fifty eight different countries and is thought to be one of the world’s largest electronic devices companies. (Panasonic, 2013)

Panasonic alike many other Japanese companies was established over a Confucian benefit system. The Confucian benefit system contains three primary elements; reciprocal obligations, honesty and devotion. These elements type a majority of traditional Japanese principles. (Smits, 2010) Hofstede, despite the fact that his job has been rebuked, recognised several significant areas of Japanese tradition.

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These factors included large uncertainty prevention, high masculinity and a swing toward collectivism. These aspects as well contribute largely to traditional Japanese values. These ideals were showed in this sort of policies since lifetime employment and good retirement additional bonuses. (Hofstede, 2013)

However ethnicities are powerful, they transform over time. The shift in Japanese tradition occurred during the 1990’s, that has been mainly attributed to the enhancements made on perspective in the generation created after 1964. This modify was evident in 1999 when Panasonic provided its new employees a choice between different employment packages.

The first bundle gave employees a large pension bonus, subsidised housing and services and company interpersonal events. The second package gave the employees precisely the same perks besides instead of a pension bonus a more substantial starting salary. The third package deal gave employees an even bigger still beginning salary nevertheless none of the other benefits. In contradiction to traditional beliefs 41% of recent employees find the second package deal. (Hill, 2011) This reveals a maneuver away from high uncertainty avoidance which was induced by an increase in average prosperity and a move towards individualism.

The principal criticism of this generation was their deficiency of commitment to traditional Japanese values when compared with their father and mother. One of the more perceptible changes was obviously a switch from a collectivist culture into a more person culture. (Hill, 2011) It is theorised that there is a correlation between economic development and a change towards a great

individualistic society. This theory correlates with the article which claims that a cause for the switch is the fact the fact that generation created after 1964 grew up in an economically wealthier society. This kind of shift also affected efficiency loyalty by means of people changing jobs with greater rate of recurrence than ever before. (Reiner, 1991)

This kind of shift in the paradigm of Japanese ethnical values has an effect on traditional ideals. The ‘modernised’ value program in effect can be polar opposing to classic values which are achieved by a whole cultural switch. Which in turn insinuates that the further more the tradition evolves the less custom is remaining in the worth system, in the event trends current stay regular. This shift in ethnic dynamics changes the undercurrents of doing business in Japan. A major modify is going to be preservation of employees. This is due to the switch from collectivism to individuality and the decline in personal identification based on business strata in conjunction with decreased business loyalty. The implication of the is businesses are going to need to build all their HR departments and find methods to lower worker turnover to reduce training costs. However in the event that trends continue the average employee is going to offer an increased understanding of a wide range of marketplaces due to numerous career adjustments which let firms use of a greater number of tips to cope with increasingly dynamic business conditions. In the event companies want to optimize the new ethnic principles of lowered doubt avoidance as well as the shift towards individualism they are going to have to motivate new product creation and add funding to research and development. (Reid, 1999) Panasonic have already determined this and moving toward a greater number of plans in this area. Panasonic have also identified the lack of traditional aspects in the commercial environment and have implemented policies such as; additional bonuses based on efficiency and the new employment package plans. (Hill, 2011) In the event uncertainty prevention and individualism continue to boost to European levels there might be an increase in start up companies which in turn would enhance competition in the market and possibly cure the market share of existing businesses. These improvements could also have been influenced with a greater occurrence of western culture within just Japanese world. However there could be the unfavorable effect of reduced productivity related to a decline in the number of

employees creating a personal id with the organization, decreased devotion as well as a maneuver away from reciprocal obligation and towards entitlement. This also works in the opposite path and companies may not feel loyalty or obligation to Japanese staff and instead off-shore operations to lower wage countries in order to enhance margins. (Reid, 1999)

Among 1986 and 1989 there was clearly a rapid speed of property prices in Japan. This kind of also induced uncontrolled credit expansion and money supply in addition with overheated monetary activity. Because of speculation and overconfidence of asset rates, the advantage prices started to drop 20 years ago and collapsed by 1992. The asset bubble collapse lasted for over 10 years and was generally referred to as the lost 10 years for Asia. This also led to economic stagnation and as result of reduce net income Japanese people families made a decision to pay off debts which triggered a deflation spiral. (The Economist, 2010)

Since these events japan economy provides struggled to recoup. Even though the latest decisions by Japanese authorities has brought on the Nikkei to recover slightly it is at present roughly another of the worth it was in 1990. Currently the cash level in Japan is 0% which means that changing monetary coverage cannot increase GDP. Therefore for Asia to obtain a considerable increase in GROSS DOMESTIC PRODUCT it has to boost its items market. Japan has a personal debt to GROSS DOMESTIC PRODUCT ratio of 214% which is the highest on the globe. (US CIA, 2013) As a result an increase in ingestion, investment or perhaps net export products is needed to improve Japans economic climate. Panasonic in addition to a number of others have realised this and has moved to encourage individualism. Individualism motivates entrepreneurship which usually currently may boost the Japanese people economy in the event successful cool product development takes place. (Saito, 2000)

The traditional Western culture was obviously a benefit to Panasonic over 1950 to 1980. A group orientated culture assisted with strong teamwork between employees allowing higher productivity inside the workplace. Because of the element of reciprocal obligation in the Confucian worth system guidelines such as life span employment and cheap casing were seen since gifts in addition to reciprocation of such gifts workers worked harder. Loyalty enjoyed a large

part in building solid business functionality, this is because personnel would stay in a business pertaining to the whole of their career so these people were able this learn almost all aspects of the business and better manage this. This between other factors also lead to id with the organization by employees, instead of saying “I am a web developer they will say “I am from Panasonic. This kind of identification urged employees to work harder so that their particular company could succeed. An increased uncertainty avoidance allowed managers to only have a calculated risk when the needed to, which decreased the companies liabilities. (Strath, 1996)

However however the traditional Western culture was obviously a benefit to Panasonic in the period of 1950 to 1980 it was a liability content 1989. Though Confucian principles encourage staff work and other positive qualities it discourages individualism. During this time period period because of the economic crisis in Japan Panasonic would if benefited more from a great entrepreneurial drive towards cool product development. An increased uncertainty avoidance also resulted in managers were not willing to take risks until they understood what the final result was going to end up being, due to the financial pressures and heightened tempo of modify within the organization community managers were less likely to change items in an environment where the just way to outlive is transform. During this time period business was becoming more powerful due to globalisation and elevated competitors which in turn meant that Panasonic needed to change its technique, however managers did not discover how to do this because they had just ever worked well in the 1 company and only knew amazing doing points. Panasonic likewise other Japanese companies eventually had to place people off and cut benefits due to economic circumstances. These acts were seen as a dismissing employee’s loyalty and a point unfaithfulness due to the solid identification with all the company which usually caused production changes. (Huffman, 1997)

In the last financial season Panasonic recorded a decrease of 754 billion dollars dollars and forecasts a loss of 765 billion us dollars next financial year. Though there is no finest culture for a business environment, Japanese companies including Panasonic are move towards including the current ethnic changes to their practices to be able to achieve increased efficiency and

output. The question is will certainly Japanese culture continue along its current trends or do a great about face? (Panasonic, 2013)

Referrals

Hill, Challes. 2011. Gobal Organization Today. 7th Edition. McGraw-Hill. Pp 125-128 Hofstede, Greet. 2013. Japan ” Geert Hofstede. [ONLINE] Available at: http://geert-hofstede.com/japan.html. [Accessed 24 Aug 2013]. Huffman, James. 97. Modern Asia: An Encyclopedia of History, Lifestyle, and Nationalism (Garland Guide Library from the Humanities). Edition. Routledge. The Economist (US). 2010. Japan syndrome, the continuing future of Japan. ISSN 0013-0613 Volume 397, Concern 8709, p. 18 Reiner, Thomas. 1991. Legacies and Ambiguities: Postwar Fiction and Culture in West Indonesia and The japanese. 1 Copy. Woodrow Pat Center Press. Panasonic. 2013. Annual Statement. [ONLINE] Sold at: http://panasonic.net/ir/annual/. [Accessed 26 August 2013]. Panasonic. 2013. Global Network ” Panasonic. [ONLINE] Available at: http://www.panasonic.com/global/global-network.html. [Accessed 22 August 2013]. Reid, David. 1999. Changes in Japan’s Post-Bubble Business Environment: Implications to get Foreign-Afflilated Firms. Journal of International Advertising, Vol. several, No . three or more, pp. 38-63 Saito, Mitsuo. 2000. The Japanese Economy (Economic Ideas Bringing about the twenty-first Century). Edition. World Clinical Pub Company Inc. Smits, Gregory. 2010. Economic Thought in Early Modern Japan (Monies, Markets, and Finance in East Asia, 1600-1900). Release. Brill Academics Pub. Strath, Bo. 1996. The Organization of Labour Markets: Modernity, Tradition and Governance in Germany, Sweden, Britain and Asia (Routledge Explorations in Economic History). annotated edition Model. Routledge. United States Central Intelligence Agency. 2013. The World Factbook, Public Debt. [ONLINE] Available at: https://www.cia.gov/library/publications/the-world-factbook/rankorder/2186rank.html. [Accessed twenty-two August 2013].

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