Ideas that begin from the headquarters are thought to be better than to those that come from the foreign subordinate. Top organization in the foreign business is usually managers that come from the head office. Some of the businesses take a polycentric approach, in which each market is thought to be exclusive. Supervision in home companies is typically taken on by local people. The third approach is geocentric, which is rather like the ethnocentric approach as it shifts the authority back to the head office for employing managers. These supervisors are hired from dissimilar areas around the world. Essentially the geocentric approach looks for the most part appropriate employees from a collection of gifted people and they are employed on their value and not because of where they came from. It is thought that in order to recognize the worth, outlook, and outlook, supervisors have to recognize the differences in other cultures (Managing Global Human Resources, 2010). It is thought that more than half of all global joint ventures become unsuccessful within two or three years after they begin. The reason most often specified is cultural shortsightedness and a lack of cultural competency. Developing global cultural proficiency is one of the most difficult aspects of working internationally. Managing the numerous work and management approaches that companies run into across geographies, commerce, occupations and ventures can be overwhelming. What is successful in one culture may be unsuccessful, or even inappropriate,...

Workers must be able to relate new learning in the presentation of their tasks, and be able to scrutinize and make the suitable behavioral modification when cross cultural issues become significant to their efficiency or the success of the company as a whole. Adapting the learning skill is the most successful way to attend to precise issues and objectives and make the most of the impact cultural proficiency can have on the company's bottom line. In today's global market, being culturally knowledgeable is no longer just good to have but necessary for building and maintaining a viable global advantage
There are several things that John should have done before agreeing opening his company outside of Tokyo. He should have investigated the laws that would apply to him in both the United States and in Japan. He also should have investigated the culture in Japan so that he knew how the customs and regulations were going to affect the staffing of his business. Taking these steps ahead of time before opening his business would have helped him to alleviate the human resources problems that he is currently having in his company.

Works Cited

"Cultural Savvy." 2010, viewed 2 October, 2010, from

"Managing Global Human Resources." 2010, viewed 2 October, 2010,