The Implementation And Sustenance Of Jit

Organizational and Industrial (I/O) psychology is used to improve different types of organizational functions. When tasks and employee relationships are not working properly within a company production and profit will be compromised. Some of the issues that I/O manages addresses include poor work habits and dysfunctional work relationships. The following will address group and team concepts that could be implemented to improve performance and diversity, leadership theories that can improve the relationship between management and floor workers, the influence

Spector, P.E. (2012). Industrial and organizational psychology: Research and practice (6th ed.). Hoboken, NJ: Wiley

Company management is committed to adopting advanced manufacturing techniques such as benchmarking and just-in-time (JIT). The corporate culture necessary for the success of such techniques is evolving and worker empowerment is already a major program. In addition, workers are allowed several hours away from regular work assignments each week for training programs conferring on budgets and work improvements and applying the ABC system.

Since I am employed by Acme Overseas Constructors to develop country assessments to investigate the potential for Acme entering the construction market in Myanmar (Burma), Mexico, and Turkey, I am required to examine the cultural differences of each country compared to the United States. After that, I need to inspect how those cultural differences may affect business practices in each country. Then, few strategies are to be developed in order for Acme to adapt its business approach to conform to the cultural expectations. More strategies should be adopted to ensure that Acme’s managers and workers conform to the cultural expectations. Based on cultural behaviors, it is easy to assess how the productivity of a local work force is influenced in each country. Cultural differences are many and not limited to what are provided in this case study.

Globalization and technological advancement have dictated the need for managers to deal with multiple ethnic groups with different culture in their day to day interactions. According to Kulkarni (2012), cultures play critical roles in individuals, including values, beliefs, humor, worries, fears, hopes, opinions, attachments, and anxieties.

In most cultures, behavior can be placed on a continuum, so that not all individuals are stereotypical. Chinese mangers place more value on keeping harmony within a workgroup. Managers influence the need for co-operation and group welfare, further affect work relationships, leading to a managing philosophy based on loyalty, and collectivism. These attributes joined with a strong correlation among age and seniority and status, can translate into legitimate authority and power. The culture this creates, relies on benevolent styles of communicating with middle managers and down the line.

Cross-cultural psychology involves the examination of relationships between cultural context and human behavior (Berry, Poortinga, Breugelmans, Chasiotis and Sam, 2011, p. 2). Research in the area of cross-cultural psychology is aimed at comparing specific covert and overt behaviors of two or more cultures. More specifically, cross-cultural psychology examines the “…similarities and differences in psychological functioning in various cultural and ethnocultural groups…” (p. 5). Henceforth, cross-cultural psychology offers a viable paradigm for the assessment and development of strategies structured to mitigate conflicts that arise in organizational setting due to intercultural discord. While conflict has a tendency to negatively impact production and employee morale in organizational settings; shedding light on these conflicts also has the capacity to build relationships and foster transformational change within the organization.

In this era of Globalisation, cross cultural management is the biggest challenge that is faced by the organisations. Within the business context, cross culture refers to interaction between different cultures. Cross cultural management refers to managing the employees from different cultural background in one environment (Adler, 2008). Cross culture management is a significant issue within the organisations as the success of an organisation depends upon the smooth interaction of the employees. This paper is aimed at providing insight on the cross cultural management and the main issues and challenges relating to cross cultural management. For the purpose of this paper, two articles, “Cross-cultural Differences in Management”, by Amman & Jordan

Managers were concerned about knowing and understanding each and every perspective of their employee’s cultures. As they know that without studying or knowing the culture, coordination cannot be built between the employees. It is the existing perspective of managers dealing with cross-cultural management (Sultana, 2013).

For this reason it can be said that one’s culture influences one’s drive to work, what one would expect the work place to be like and how the workplace operates on a daily basis as well how to treat co-workers or what treatment to expect from co-workers (Ali Abadi 2015). For example, there are some cultural differences

Effective cross-cultural management has to be grounded in a detailed knowledge of individual cultures. Discuss using examples from two multinational companies.

In this paper we have used the historical background of Management cultures in India, China, U.K and U.S. It also highlights the various cross cultural problems and adjustments which the company has to make in order to succeed in. The Conclusion has been drawn after the extensive research in different cross cultural areas where making a small adjustment will make a big difference. To support our research we have used various models which have been discussed by the famous author’s like Rosenzweig and F. T. Anbari It also highlights the implications of these cultural differences on management and team member’s practices.

However, extra caution is needed with JIT because without the use of backup inventories, the arrival of material must be accurate and continuously fine-tuned. In addition, the material must be of usable quality and workers must use this material properly in the production process. Just in Time production is heavily relied upon the company forecasting demand in the future to analyse how much will be needed in future months to come. Another problem which exists with JIT is if there are external factors which influence the time it takes for your product to be delivered. This is evident in the manufacturing company Dell which were hit by a unforeseen problem in 2002.

Maintaining a good support and agreement from people involved in production. This is not only reduce the time and effort in implementation of JIT, but also minimize the chance of creating implementation problem. The attempt to maximize people's involvement may carry through the introduction of quality circle and total involvement concept.

Applying JIT in manufacturing sector has being discussed in many research articles and business journals, but its application in the service sector was