Drawing on evidence from Japanese companies operating in the UK, Essay

Drawing on evidence from Nipponese companies operating in the UK, critically evaluate the extent to which contextual factors (such as local labour food markets, indus - Essay ExampleManagement practices in UK and Japan argon different because of differences in cultural, societal and historical development of these countries. Wider social, political and economic conditions, incorporating enterprise unions, buyer-seller relationships, government support and economic structures cause the main differences between two models of management. In the era of globalization and internalization companies become dynamically evolving entities operating at bottom a dynamically evolving environment, and some means of evaluation of the way in which the two interact has to be found to enable them to be better matched. Some contextual factors including local labour markets, industrial and HR relations mediate the transfer of Japanese management principles (Armstrong, 2003).The main techniques whic h was transferred include Total timber Control, Quality Circles, In-Process controls such as Statistical Process Control, Just-in-Time delivery and management systems and Continuous improvement. It should be noted that Japanese manufacturing techniques constitute the most tangible elements of the Japanese business system. They are essentially concerned with character reference and efficacy and the improvement of competitiveness and thus it is unsurprising that it is these, more than any other aspects of Japanese management, which are straight being adopted by UK firms. As increased global competition is placing more emphasis on local responsiveness, market segmentation, differentiation and product lineament firms need to develop more flexible manufacturing systems and quality programmes to respond to the new demands.The manufacturing techniques were partially transferred taking into account cultural differences and strategy. Today, many companies tend to use a preventive TQM ap proach that overhauls procedures in every function from R&D to marketing and service to block errors, while cutting cost anywhere from 10% to 50%. The idea is to get products to a market faster, with fewer defects, and at a lower cost. According to Hill (1991) top management determines quality priorities, establishes the systems of quality management and the procedures to be followed, provides resources and leads by example (Hill, 1991). Manufacturing methods abound with references to teamwork and creative thinking. By focusing on the costs of poor quality, it saves money. It encompasses the notion of continuous improvement and, as such, it is essentially long-term.In Japan, TQM and Quality Circles are a core philosophy of a firm, but in UK they treats as management techniques. The industrial relations and manufacturing methods are not culturally based and serves as a useful methods of errors reduction and achieving customers satisfaction. Employee relations is another line of bus iness of Japanese management principles. It should be noted that organisational structures are more ephemeral and difficult to replicate. They are musing of family values and the countrys national identity. It is often assumed that Japanese organisations are flat, with management being by consensus. galore(postnominal) Japanese organisations exhibit hierarchical characteristics, with decision-making coming from the top. Much resistance towards this principle has been displayed by UK employers in the bridal of employee involvement despite the apparent quality and productivity payouts.