Essays on Impact of Japans Changing Culture on Panasonic Case Study

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The paper "Impact of Japan’ s Changing Culture on Panasonic" is a great example of a marketing case study. This progress report is purposed with intensively analyzing the impact of Japan’ s changing culture on Panasonic; a global top-class multinational that deals in manufacturing and production of consumer electronics. After its inception, the company had a sound and tremendous culture that helped it to become one of the best consumer electronics producers in Japan and globally. Panasonic relied fully on the Confucians values in the workplace; a culture that was in accordance with the Japanese tradition and values.

Contrastingly, due to globalization, Japan opened its doors for global business, which on the other hand brought in new cultural elements. During the 1990s for instance, Japan started experiencing cultural changes that forced various companies including Panasonic to modify their workplace cultures through modification of the traditional practices. Kuniko Nakamura took reigns at Panasonic from the year 2000 and vowed to change the HR practices in order for the company to conform to the global business environment as well as redeem its performance and profitability.

This enormous duty takes time to make the company break even. This report is singularly tasked with giving an extensive analysis of Panasonic Company using SWOT analysis; this will provide a vast understanding of the company with regard to the internal working environment of the company. Similarly, Japan’ s changing culture and how it impacts on Panasonics corporate culture will also be discussed. In order to have a clear understanding of the subject matter, a comparison will be made between Panasonic’ s traditional culture and the current practices including the new pay schemes.

The paper will also provide recommendations regarding this matter. Introduction Panasonic is a consumer electronics company that was established in 1920 by Konosuke Matsushita and was at the forefront in elevating Japan as a major and leading consumer electronics producer. The company was and still is essential in making Japan one of the major economic powers globally. It owns the Panasonic brands. The company’ s culture embraced Confucian values in the workplace; for instance, the company encouraged reciprocal obligations whereby lifetime employment together with other exemplary allowances and return it expected hard work and loyalty to the company (Unoki, 2012).

The company virtually took care of its employees by offering them a wide range of benefits including cheap housing, guaranteed lifetime employment, seniority-based pay systems, as well as generous retirement benefits (Boon, 2007). On the other hand, Matsushita earned hard work and loyalty from its employees. Currently, the company offers a wide range of products including digital products, electrical appliances, and office automation products (Taylor, 2013). Specifically, Panasonic’ s products include refrigerators, air conditioners, personal computers, mobile phones, compressors, washing machines, audio types of equipment, projectors, cameras, broadcasting equipment, semiconductors, aircraft in-flight entertainment systems, automotive electronics, batteries, optical devices, electrical components together with other electronic materials.

Culture is dynamic and it changes with time; with regard to this and due to globalization, workplace culture at Panasonic has been extensively impacted since the late 1980s. Maintaining the traditional workplace culture at Panasonic became extensively expensive and the company started making loses and it could no longer successfully fund its business operations. In accordance with this, the senior management decided to revolutionalise its workplace culture in order to restore the company’ s performance and profitability.

In this regard, the company’ s new management is focused on changing Panasonic’ s traditional practices; for instance, the new pay system has been changed to be based on performance rather than seniority. Accordingly, they are working hard to ensure democracy is embraced among employees. In the same line of discussion, the company has decided to focus on customer solutions and not its products.

References

Boon, M. 2007. The African Way: The Power of Interactive Leadership. New York: Zebra

Ghemawat, P. 2013. Redefining Global Strategy: Crossing Borders in A World Where Differences Still Matter. California: Harvard Business Press

Park, S., and Holzhausen, A. 2001. Can Japan Globalize? Studies on Japan's Changing Political Economy and the Process of Globalization in Honour of Sung-Jo Park. New York: Springer Publishers

Taylor, R. 2013. China, Japan and the European Community. New York: A&C Black

Unoki, K. 2012. Mergers, Acquisitions and Global Empires: Tolerance, Diversity and the Business of M7A. London: Routledge

Warner, M. 2013. Managing Across Diverse Cultures in East Asia: Issues and Challenges in a Changing Globalized World. London: Routledge

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