John Higgins
How would you describe Higgins's and Prescott's attitudes toward implementing U.S. personnel policies in the Japanese operations?
Higgins and Prescott both have different opinions toward implementing U.S. personnel policies in the Japanese operations. I would describe Higgins's attitude more against the U.S. personnel policies and more toward the Japanese ways of doing things, considering he would rather spend his time in Japan. I would describe Prescott's attitude more for the U.S. way of implementing the personnel policies in the Japanese operations, since he really did not like the way Higgins handled situations.
2. What are the major reasons for the differences in attitude?
Well Higgins would rather be in Japan then he would in the U.S. He wanted the opportunity to improve the "ugly American" image the he believe held abroad. Higgins had taken to the Japanese culture. He married a Japanese woman, moved to a strictly Japanese neighborhood,......
John Higgins
(From : John Daniels & Lee Radebaugh : "International Business", (7th edition), Don Mills (Ont.) Addison-Wesley Publishing Company, 1994) Leonard Prescott, vice president and general manager of Weaver-Yamazaki Pharmaceutical of Japan, believed that John Higgins, his executive assistant, was losing effectiveness in representing the U.S. parent company because of an extraordinary identification with the Japanese culture.
The parent company, Weaver Pharmaceutical, had extensive international operations and was one of the largest U.S. drug firms. Its competitive position depended heavily on re search and development (R&D). Sales activity in Japan started in the early 1 930s when Yamazaki Pharmaceutical, a major producer of drugs and chemicals in Japan, began distributing Weaver's products. World War 11 disrupted sales, but Weaver resumed exporting to Japan in 1948 and subsequently captured a substantial market share. To prepare for increasingly keen competition from Japanese producers, Weaver
Higgins and Prescott both have different opinions toward implementing U.S. personnel policies in the Japanese operations. I would describe Higgins's attitude more against the U.S. personnel policies and more toward the Japanese ways of doing things, considering he would rather spend his time in Japan. I would describe Prescott's attitude more for the U.S. way of implementing the personnel policies in the Japanese operations, since he really did not like the way Higgins handled situations.
2. What are the major reasons for the differences in attitude?
Well Higgins would rather be in Japan then he would in the U.S. He wanted the opportunity to improve the "ugly American" image the he believe held abroad. Higgins had taken to the Japanese culture. He married a Japanese woman, moved to a strictly Japanese neighborhood,......
John Higgins
(From : John Daniels & Lee Radebaugh : "International Business", (7th edition), Don Mills (Ont.) Addison-Wesley Publishing Company, 1994) Leonard Prescott, vice president and general manager of Weaver-Yamazaki Pharmaceutical of Japan, believed that John Higgins, his executive assistant, was losing effectiveness in representing the U.S. parent company because of an extraordinary identification with the Japanese culture.
The parent company, Weaver Pharmaceutical, had extensive international operations and was one of the largest U.S. drug firms. Its competitive position depended heavily on re search and development (R&D). Sales activity in Japan started in the early 1 930s when Yamazaki Pharmaceutical, a major producer of drugs and chemicals in Japan, began distributing Weaver's products. World War 11 disrupted sales, but Weaver resumed exporting to Japan in 1948 and subsequently captured a substantial market share. To prepare for increasingly keen competition from Japanese producers, Weaver