Mabuchi Motor Case Analysis

1194 WordsApr 1, 20135 Pages
FOUNDATION UNIVERSITY DUMAGUETE CITY COLLEGE OF BUSINESS ADMINISTRATION Topic: Mabuchi Motor Co., LTD. (Case Analysis) In Partial Fulfillment for the Requirement in MAN12 (PRINCIPLES OF BUSINESS ORGANIZATION AND MANAGEMENT) Submitted to: ENGR. Ma. Carol P. Tubog, MM March 19, 2013 Fortich, Kimberly M. Salma, Mae Jenan I. Villegas, Jeany S. EXECUTIVE SUMMARY Kenichi Mabuchi invented the world’s first high performance horseshoe-shaped magnetic motor. In 1954, Kenichi and his brother, Takaichi Mabuchi, set up a workshop within a toy company to begin production of small electric motors under the name of Tokyo Science Industrial Co. for the Japanese toy industry. In an effort to diversify from the toy business and into…show more content…
In order to determine to what extent Mabuchi’s management training program had an impact, Andersen Consulting was asked to conduct periodic follow-up tests. It was soon realized that the trainees in Dalian were having great difficulty in internalizing some of the essential aspects of Mabuchi’s requirements of management in particular. Chinese managers were either not capable of, or perhaps simply not accustomed to, controlling their subordinates. Evaluations were a central component of Mabuchi’s management incentive system; however, the Chinese were more sensitive to personal networks and were also accustomed to a more collective approach to compensation. The corporation’s future plans for expansion hinged on its ability to move quickly into new markets, producing high quality micro motors efficiently. NIHAO was expected to play a central role in Mabuchi’s process of organizational development. STATEMENT OF THE PROBLEM How to develop well trained local managers that are capable of meeting the company standards in achieving its goals particularly the minimization of salary expenses and the continuity of its business expansion? OBJECTIVES To develop well train local managers that are capable of meeting the company standards. To reduce expenses from salary cost. To continue established business expansion away from aggressive competitors. To reduce the number of Japanese expatriate in foreign production plants that cause high salary

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