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The Japanese Paradigm: Leadership Standards

The Japanese Paradigm: Leadership Standards. Global Market Context. Executive Consequences. Eclectic Mix of Theory X (Science) and Theory Y (Humanism) into Theory Z Group “ Wa ” based on meaningful social dynamics and productive individual responsibility—” harmony , peace, balance”

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The Japanese Paradigm: Leadership Standards

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  1. The Japanese Paradigm: Leadership Standards Global Market Context Executive Consequences Eclectic Mix of Theory X (Science) and Theory Y (Humanism) into Theory Z Group “Wa” based on meaningful social dynamics and productive individual responsibility—”harmony, peace, balance” Team Decision Making, Consensus Building; JIT, TQM, Quality Circles, Kanban , Kaizen, Ringi, all based on team/group dynamics Slight interest in culture or language. Social language is discretionary. Economic language is absolute. Price, Quality Link Geocentric business orientation. • Era of Supremacy: 1973-1989 • State of Travel & Communications: * • Sophisticated; Diminishing Cost Concern; • Scope of Trade Barriers * • Approaching insignificance due to success of GATT/WTO, IMF, World Bank, OECD, UN, and others institutions. • Transnational Institutional Context * • Standardized Code of Conduct for Exchange, Expansion, Enforcement, and Endurance of Free Market Capitalism • Nature of Innovation • Home-country upstream value creation; emergence of high quality-low cost products made for global markets • Nature of Organization • Centralized few large strategic business unitsto power Headquarters’ Global Reach. Groups of connected subsidiaries. • Logic of Capitalism • Commuocracy • Group Capitalism

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