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Unformatted text preview: Learning F rom Japan: I nterpretations of Honda Motors by Strategic Mgm Theories (Andrew Mai r) Mintzberg argues that if Honda had in fact been rational in its planning it would not have attempted to sell the small motorcycles in the United States at all. The Honda case thus reveals the necessity of emergent learning alongside deliberate planning. Yet Pascale fails to pursue the fact that, with the Super Cub, Honda was already practiced at making small machines in large numbers for one market, had already established a new type of distribution system in Japan through retail bicycle shops which bypassed the traditional motorcycle distributors (for the predecessor Club Model in 1952), and had already deliberately opened up a new market niche for small motorcycles in Japan based on practicality and ease of use while competitors focused on larger machines. From this perspective, the lesson for Honda was not that the United States was quite a novel market which required a radically innovative strategy, but the United States was far more like Japan than expected. Less learning was required than Pascale implies. Leadership style Management style Motorcycle industry 1960s Hoshin Planning Culture?- Developed after WWII- Structured approach- All plans are linked together *from top to down* - connected together o Frequent review process o Each individual has their own goals but theyre connected to bottom and up o Situation Analysis Company Management Policies Be ever mindful of the value of research and endeavor. We should always seek improvement and never be satisfied with what is. We know what is now we look to what can be, and we challenge ourselves to find what will be. If we remainto what can be, and we challenge ourselves to find what will be....
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This note was uploaded on 01/26/2010 for the course ADMS 4900 taught by Professor Jungchinshen during the Spring '10 term at York University.
- Spring '10