Office Equipment Company
Table of Contents Page 1.0 Case Summary 2.0 Problem Statements 3.0 ALTERNATIVE STRATEGIES 4.0 EVALUATION OF ALTERNATIVES STRATEGIES 5.0 THE BEST STRATEGY AND JUSTIFICATION 6.0 Implementation 7.0 Conclusion 1-2 2-4 4-6 5 8 9 10
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1.0.
CASE SUMMARY
Yamazaki pharmaceutical is one of a major producer of drugs and chemicals in Japan that distribute Weaver’s products which is one of the largest U.S drug firms. Leonard Prescott, vice president and general manager of Weaver Pharmaceutical believed that his executive assistant; John Higgins has lost his touch to effectively representing the U.S parent company and too attached to Japanese culture. Higgins and Prescott both have different opinions toward implementing U.S. policies in the Japanese operations. Higgins's attitude was seen more against the U.S. policies and more toward the Japanese ways of doing things, considering he had spent lots of time in Japan and adapting to Japanese culture while Prescott's attitude are pro to U.S. way of implementing the policies in the Japanese operations. Higgins are too attached to Japanese cultures and it made Prescott believes that Higgin’s attitude and thinking causes a considerable ineffectiveness of administration for the company. Higgins, as many typical Japanese employers always spending time listening to subordinates who face personal problems and become a third-party of employees who have dissatisfied with the new policy and fight for their rights and Prescott was unease about it. It cost more to the company in term of profit and loss account. Higgins objected the new implementation which he believed that Japanese culture must be preserved in operating the business in Japan. However, Prescott believes there are dynamic changes occurring in traditional Japanese customs and culture and he also believes that Japanese subordinates are more willing to try out new ideas. The conflict worsening when Higgins interceded on behalf manager who was fired by Prescott,
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1.0.
CASE SUMMARY
Yamazaki pharmaceutical is one of a major producer of drugs and chemicals in Japan that distribute Weaver’s products which is one of the largest U.S drug firms. Leonard Prescott, vice president and general manager of Weaver Pharmaceutical believed that his executive assistant; John Higgins has lost his touch to effectively representing the U.S parent company and too attached to Japanese culture. Higgins and Prescott both have different opinions toward implementing U.S. policies in the Japanese operations. Higgins's attitude was seen more against the U.S. policies and more toward the Japanese ways of doing things, considering he had spent lots of time in Japan and adapting to Japanese culture while Prescott's attitude are pro to U.S. way of implementing the policies in the Japanese operations. Higgins are too attached to Japanese cultures and it made Prescott believes that Higgin’s attitude and thinking causes a considerable ineffectiveness of administration for the company. Higgins, as many typical Japanese employers always spending time listening to subordinates who face personal problems and become a third-party of employees who have dissatisfied with the new policy and fight for their rights and Prescott was unease about it. It cost more to the company in term of profit and loss account. Higgins objected the new implementation which he believed that Japanese culture must be preserved in operating the business in Japan. However, Prescott believes there are dynamic changes occurring in traditional Japanese customs and culture and he also believes that Japanese subordinates are more willing to try out new ideas. The conflict worsening when Higgins interceded on behalf manager who was fired by Prescott,