The paper 'Led Industry Policies in the USA and Japan' is a great example of a Management Case Study. Aspects of daily lives have been undergoing changes due to technological revolutions. Manufactures of light-emitting diodes in order to live within the technological changes and the competitive market field must produce high-quality products. The semiconductor lighting industry is well developed in Europe, Asia, and United States. The LED industry requires high technological development for dominance. The United States and Japan are the leading in this industry since they have high innovations in technical fields and the production of new products.
The two countries ensure that they continually increase industrial investments as well as the international cooperation between companies. By doing that, they are able to accelerate the pace of taking market positions that are favorable (Jones & Hitchman, 2009). Due to the market’ s rapid development the two countries have put in place ways of speeding up the expansion of their market share. For example Nichia and Toyoda Gosei in Japan and Cree and Lumileds in the United States have increased their investment in producing light-emitting diode equipment.
Shimokawa (2010) puts it that international LED companies are increasing their cooperation, for example Sumitomo Electric in Japan is a sales agent for the US in Japan. That is a strategy that is aimed at enhancing cooperation between the LED industries between the two countries. Strong support for the LED industry in the USA began in 2009. Upon the introduction of new policies the number of LED industries increased. Before the government had little consideration for the industry hence people did not highly invest in it. The local government had been very generous and shared the investment with investors for it did not fully offer tenders to investors. Policies on worker management Though the LED industries are involved in the production of the same kinds of products, the production systems differ in various countries.
The way the industries are managed in the United States is different from the way they are managed in Japan. Workers in the Japanese LED industry are expected by the management to give suggestions. That helps them build their own efficiency in operation which positively impacts the company’ s productivity.
By doing that, the management aims at promoting continuous improvement. Though the United States uses suggestive systems, suggestions from employees are regarded as a threat to the management. Employees in Japan are viewed as very important resources and in order to develop these resources the company grants them promotions, training, job rotations, no lay off policies, and lifetime employment (Mowery, 2000). The human resource is the competitive weapon for LED industry in Japan. In the United States the management is committed to little training and during economic downturns, employees are always laid-off.
The industry is run through scientific management that is based on the specialization system. With that approach employees are de-skilled and have no trust in one another. In the human resource sector the industry scavenges for skilled and trained workers from other industries. The industry uses investments of other firms in the human resource section in achieving results.
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