Life on the Fast Lane at Datsun.

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Life on the Fast Lane at Datsun

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John Junkerman

A Study Analysis With Reference To Relevant Theorists

The Datsun case study is an ideal opportunity to study an organisation and compare with various theories and ideas, which have been developed by various experts in theories of management.

I have structured my analysis by looking at various theories, which include Culture, Motivation, Information, Communication and Decision making Processes, Management Styles and Metaphors.  The issues are often inter-linked, but though the above-mentioned analysis, I was able to identify a clear picture of the various issues and propose possible solutions.

East V’s West

There is a great difference observed, when comparing the western world with the Japanese working culture.  This is mainly evident in their unions, commitment to work, and quality of products.   Kemichi Ohmae described the difference in strategies by stating it is an “Eastern long term strategy v western short term”.  Generally speaking, an employee will work longer hours in Japan than in the western world.  Companies in Japan will also, concentrate on the quality, which Dave Beale defined as “Total quality management".  Also, most Japanese Companies have a Company union rather than an independent union, and the consequence of this is that the unions tend to become biased towards the management, rather than the employees.  There is also a great evidence of a “Nissan Culture” within the company and to the public the employees are referred to as the “Nissan family”.  This however is a public picture, which changes dramatically when reviewing the case.

There are various problems of a Japanese working environment, which is evident, to a great extent in the case study.  There is little or no risk taking and so product progress may become slow as only a sure route is taken.  The tasks are often Short repetitive tasks, and there is a constant pressure to improve productivity.  The long and hard hours worked by Japanese employees creates an Imprisoning effect of lifetime employment “management by stress”, or “Lean production = mean production” (Parker & Slaughter).  The advantages of a Japanese working environment are evident in the high standards and quality of their products.  Quality circles include workers, which enables a constant improvement for the company.  The production line is much faster than in a western society and as a result more is produced, and although forced, there is employee involvement in the products.  Also, due to less legal rights and union support, the Japanese tend to grin and bear more, which results in company success.

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Metaphors of Nissan

The public picture is shown a “family” image of Nissan, however this is not a realistic picture as the workers are motivated by force and the workers feel no personal involvement (there is no sense of warmth, no shared humanity).  The organisation has become restricted by an image of false pretence, which is described by Gareth Morgan as “Psychic Prisons”.  Due to the oppression of freedom of speech, the management and union are unaware of the root of personal issues of the workers and this may in future result in more dramatic rebellion such as strikes ...

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