Research Paper on:
Case Study Analysis in Management (Mabuchi Motor Company)

Unformatted Sample Text from the Research Paper:
in September of 1994, a firm called Mabuchi implemented a new management program called HIHAO. This case study is entitled Mabuchi Motor Co.Ltd. (Chapter Forty-Seven). The focus of the  firm contained in the case study, and the company philosophy, goes to the idea that all people throughout the world are essentially the same. According to the case, the company  believes that all people want the same things. Of course, in evaluating the case study, this does not seem to be true. The Chinese are vastly different from the Japanese  in terms of work philosophy and ideals about business. In essence, the case is about cultural differences and the flaw in the philosophy the company embraces. Prior to that, the  spirit of Kaizen had entered this corporation. Generally, Kaizen, a Japanese management style that is equated with the buzzwords gradual, orderly, and improvement, is aligned with the supposition that  everyone in an organization works together in order to make improvements without large investments. Kaizen embraces a culture of sustained continuous improvement that focuses on the elimination of waste  in all systems and processes of an organization. Of course, kaizen is not the only management style to come about and receive kudos from the United States. The  issue being addressed is management in different cultures and through the use of one case study, how and why it matters. For example, in this particular case, a student writing  on this subject might want to point out that the difference between Chinese and Japanese management styles is vast and so the attempt to gear Chinese managers to the ways  of the Japanese have not worked. The difference is largely cultural and much goes to the fact that China is a communist country and Japan, while perhaps not as strong