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Introduction
Multinational businesses are bound to encounter various obstacles in their business operations. Some of these obstacles may be as a result of cultural diversity. Success will therefore depend on how such businesses integrate the cultural differences in their operations. This paper will look at the possible measures that Weaver Corporate management person responsible for the Japanese operations would take to solve the conflict between Higgins and Prescott.
Higgins and Prescott
From this case study, it is evident that both Higgins and Prescott are valuable resources to the company, therefore, the company cannot afford to lose either of them. There are two options that can be used to ensure that Weaver, as a company, does not loose the expertise of these two individuals. The fact that Weaver is an international company means that it has different subsidiaries and because these two gentlemen seem to have conflicting interests that may harm the company, one option would be to separate them.
One of them can be transferred to another international branch. On the other hand, if Weaver-Yamazaki sees that these two individuals are important to its operations and, therefore, can not loose either of them, then a way should be found that will accommodate both of them. The latter option seems the best because it avoids the disruption of the already existing business environment.
Company Interest First
In order to accommodate the two persons there is a need for them to understand that the company interest should be put first. They should look at the company’s value system. It is known that people find it easier to adapt to things that do not challenge their value system than to those that do. Prescott agrees that there are changes taking place in the Japanese culture and customs. He also says that many Japanese subordinates were willing to try out new ideas.
Higgins’ mind is set on certain values and will obviously resist any change to these values. The best thing for Prescott to do is to accommodate him and slowly work with those willing subordinates to counter Higgins behavior. It is also evident that Higgins has won the favor of the employees; therefore, anyone opposing him will be seen as their enemy. Accommodation on the part of Prescott is the only option to avoid falling out with the employees.
Polycentrism versus Geocentrism
In this case study, it is obvious that Higgins wants the company to operate according to the Japanese customs and culture. This practice is called polycentrism, where different business units of a company are given some degree of autonomy. This is a bad practice because it eliminates the possibility of getting new ideas for innovation from different places. Prescott, on the other hand, believes that the culture and intent of the parent company is superior to any other approach.
He thinks that what worked in the US should work in Japan; this is being ethnocentric. This practice is also costly because it makes many assumptions. As a corporate manager, the best option will be to employ a hybrid of the two. Such an option will accommodate the views of both Higgins and Prescott. This practice is known as geocentrism. This is a practice where a company working in a foreign land carries out operations that reflect the needs of the parent company and those of the subsidiary company.
Conclusion
In this case, as a corporate manager, I should make sure that the fundamentals of the home company are retained as advocated for by Prescott, and also that the values and culture of the Japanese workers at Weaver-Yamazaki are upheld as advocated for by Higgins.
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