In this paper, I focus on how Haier can adjust their environment when they expand their business in Japan. The purpose of this paper is to perform efficient when Haier expands their business in Japan. In the first part, Haier’s culture will be described. In the second part, analyzed what aspect of Haier’s culture will most likely cause conflict with Japanese culture. In the last part, I suggest how to perform efficient between Japanese.
(1) Haier’s culture
By the 1980’s, Haier was almost became bankruptcy, however, now it became a global leading company. The president of Zhang’s strong leadership is indispensable for Haier’s success. Zhang’s unique management style had created the Haier’s original culture. I describe Haier’s original culture as bellow.
Firstly, as mentioned above that Zhang’s strong leadership has a big impact on Haier’s culture. Zhang’s management principles integrated many different cultures, including Japanese philosophy, American innovation and traditional Chinese culture. Secondly, Zhang regards the sense of urgency as importance. The sense of urgency was heightened by internal completion as well as external. Thirdly, Haier’s guiding principle of management is OEC: Overall, Every, Control and clearance. It means that everyone must finish all tasks planned for each day, and conducted through self-management and meeting with one’s supervisors. For example, there is a rule called “80:20 principle,” under this principle the 20% of managers were held responsible for 80% of company results. Fourthly, Haier conducted performance evaluations and promotions which based on the concept of racetrack. The racetrack applies to every employee including managers too. Haier used several performance and motivational tools. One involved a set of colored footprint on the factory floor. Everyday low performer would stand on the yellow footprint to “reflect”. Another tool used to motivate workers was a board placed in the factory workshop that records...