How far has Haier come since its creation in 1984?
Haier has since 1984 expanded into the global market making sure to create global products. It first expanded internationally, and later went into the global market. Its expansion coupled with its effective leadership has seen it become one of the leading manufacturing companies in the world.
What is special about Haier's current management system?
Haier's management system is a combination of Western management concepts and Chinese philosophies regarding management. This combination provides a balance between the two cultures. Moreover, the management system has adopted a ZZJYT concept which contradicts the traditional management theories. In this system, the customers are given priority and their needs put into consideration.
What role has CEO Zhang played in Haier's development? How would you describe him as a leader?
When Zhang took control of the company in 1984, his first strategy was to develop a sense of discipline amongst the employees. He achieved this through coming up with simple rules of conduct. To differentiate Haier from other existing companies, Zhang emphasized on standard quality. He believed that customers would go for high-quality products even if they were of a higher price. This move enabled the company to expand internationally and globally because their products could be trusted.
What kind of tensions could arise for Haier when implementing its management system in Japan?
Since Haier incorporates Western management concepts and Chinese philosophies, this may not go well with the Japanese. The Japanese culture and philosophy of management differ from that of Haier.
How did Du manage the tensions during his leadership of Haier Japan? Please assess Du regarding how he goes about reconciling cultural differences. In which aspects would you agree with him and in which would you not?
Du made gradual changes, ensuring that the employees understood how these changes were made. He explained his actions and reassured employees about their position in the Chinese company. Culturally, Diu understood that Japanese were strict about age hierarchy. He, therefore, ensured that he promoted young people based on their merit and at the same time promoted older people based on their ages. In so doing, he established a balance between the two cultures.
Should Haier adapt to the Japanese culture and change its management system? Or should Haier impose its systems in Japan?
Having knowledge about the Japanese culture, Haier should implement particular aspects of the Japanese culture in managing the company in Japan. By listening to Japanese employees and knowing what they expect, Haier can introduce albeit gradually some aspects of the Japanese culture without fully eroding their management system.
What types of cultural challenges might Haier face in other cultures? What would you suggest that Haier improves to better manage the cultural complexity of its global footprint?
Haier would face the challenge of recognizing hierarchy over merit. Hierarchy drives most Eastern cultures over someone's merit or hard work.
While the Chinese try as much as possible to avoid conflict, this is not particularly the case in other cultures where confrontation is encouraged.
Works Cited
Carlos Sanchez et al. Hailing a New Era: Haier in Japan. Harvard Business review. Print
