The company should create a culture that encourages engagement of the workers and the culture should allow the talents and the abilities of the workers to thrive. In such a culture the company will be able to develop and grow in the market.
The Oyamada Industries culture has been based on the Japanese culture which did not exactly fit in to the German culture. The company being exposed to a totally new culture has made the management of the Bremen factory to be strict and object driven. The workers at the same time were exposed to a new culture in which they have not worked before and it did not allow them to work towards the common goal with the best of their ability.
The report discusses the differences of the corporate cultures, barriers which the company had to undergo and the steps that the company can take towards the improvement of the situation inorder to thrive in the industrial market.
At the same time the report allows to analyse the situation from a non-prejudicial point of view and will allow to build up the improvement plan which requires to be implemented inorder to enhance the productivity and the quality along with the loyalty of the workers.
The understanding of the corporate cultural concept, the implementation of the same, how to act when a loop hole appears in the corporate culture and how to handle and mitigate the issues arising in the corporate culture is the final expected outcome of the report.
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