Indeed, we find in Japanese companies that the motivating factors are actually restrictive factors that are used to control production capabilities. Promotion, for example, one of the motivating tools most used in the Western world, is almost non-existing in Japan, as promotion is performed according to age and you will never expect to reach a certain position within the company until a certain age. Additionally, the fact that you work in the same company and have long-term contracts may induce the fact that you will not be interested in delivering highest achievements, as the workplace is in any case ensured. In this sense, as a solution to these issues, I would suggest a mixed Japanese and American approach. First of all, the long-term contracts need to be implemented, frankly because the workers are used to such contracts and would probably be negatively surprised not to have them.

On the other hand, the Western component also needs to be strongly used. Promotion, in my opinion, is one of the most efficient tools in motivating your staff and can be widely used here, in this context. All the same, any promotion moves should be carefully made, so as not to hurt or unease the older individuals' position within the group.

If we look at all the issues arising from a U.S. plant implantation to Japan, these can probably be classified into communication issues and cultural differences issues. In the same sense, it is probable that the former are included in the latter.

As an overall tactical solution, the manager who will be in charge of the plant should follow a 3-6 months preparatory course before leaving for Japan. This will include a language course (basic level, so as to be able to give simple commands and instructions. Again, as previously...

This will (1) smooth the relationship with his workers and (2) create the premises for the understanding of Japanese style, way of life, social bonds and society in general.
As for other issues, they will probably be dealt with on an individual basis, as they appear. The most important thing to remember is that the difficulty of the situation in cause, the differences between the two people, call for a reasonable and diplomatic solution in all possible conflict cases. The manager needs to be able to mobilize and motivate his workers in order to produce results for the management at home. In this sense, understanding your workers is essential.

Nevertheless, accommodation will probably be difficult and the first six months are bound to have no noteworthy results on the business plan. The management at home needs to realize that an accommodation period is required and should support the personnel into melding in.

If the manager finds the right human resource solutions for his plant, given the duty considerations from Japanese traditions and corroborated with the motivating principles brought by the Western school of management, then the results are most likely to be exceptional.

In terms of cultural differences, it is, as such, the manager's duty to meld the different working or business styles into a functional unity that will be able to produce results. The example we have presented has shown some of the key differences between Japanese and American perceptions and habits and has proposed solutions to overcome them. Given time, this may be indeed quite possible.