########## MANAGEMENTSTYLE

The American management style tends to impose control through explicit and formal rules and regulations that are documented in corporate standard operating manuals. Japanese management control is more subtle, implicit, and informal. Japanese control stems from a set of corporate values that are expressed by management until a corporate culture becomes clearly understood by all employees so that it directs their every behavior. In most American companies, management fosters an 'inspect to quality' philosophy that focuses on evaluation of a task after it is complete. Japanese management nurtures a 'work to quality' culture that creates quality in the work process, as it is being done.

The American executive places fundamental priority on organizational efficiency, while the Japanese executive is dedicated to 'Wa' or the achievement of peace and harmony, without which the firm will fail.

The CEO in a Japanese firm is a true representative of that organization and its values. Japanese CEOs receive only a fraction of the compensation given to American CEOs, although the Japanese traditionally work longer hours. Stock options, a popular form of extra compensation for American executives, are not available to Japanese executives. When a firm does poorly, the CEO typically resigns in disgrace. CEOs in failing American firms give themselves huge salary increases. Most Japanese managers at all levels of the firm, work 12-hour days, six days a week. American executives believe in their own individualism and do not see themselves as required to carry the image of the firm as a personal obligation.

########## SUPERIOR-SUBORDINATE RELATIONSHIPS

There is a clear superior-subordinate relationship in American companies, and this relationship is often shallow and short-term. The Japanese have a very different philosophy reflected in the saying that 'It's the superior's job to help the subordinate learn the job.' In Japan, there is a mentor -protégé relationship that is almost Godfather-like: a relationship that is both functional and emotional. The Japanese superior assumes the corporate lifetime commitment and accepts the responsibility in a holistic manner (i.e., a responsibility for all aspects of the subordinate's life for a lifetime). Such an approach would not be possible in the United States since workers would strongly resent any efforts on the part of a superior to meddle in their private lives.

The acceptance of women in the managerial ranks of American companies is well accepted. However, in Japan, management is not viewed as a legitimate position for women. In fact, working beyond the marrying age is not an acceptable activity for women. Japanese management has yet to accept the rights of the working-woman.

########## DECISION MAKING

In an individualistic society such as the United States, it is not surprising that there is a tradition that an American manager is skilled at making decisions alone. Seeking advice is often viewed as leaning on others and a definite sign of weakness. Japanese companies, however, often use a group participative process by which everybody has a right and an obligation to contribute. Once a decision is reached, all proceed to implement it-even managers who did not agree with it. Americans admire decisions that are fast and specific. The Japanese dislike decisions in general and will delay them as long as possible. They accept ambiguity as a way of life and work with it until a decision becomes absolutely necessary. They prefer to agree to proceed in a general direction, gathering more information as they go, changing that general direction as necessary, and making a