Gung Ho Assan Hadleyville Case

Gung Ho Assan Hadleyville Case

GUNG HO: ASSAN HADLEYVILLE CASE 4

GungHo: Assan Hadleyville Case

GungHo: Assan Hadleyville Case

WhenHunt arrives in Assan Motors, there is a tension between theexecutive officer in charge and the management. The mistake is thatthe company is not performing, and he has been given the last chanceto perform. There is tension between the Japanese management and theAmerican workers, which gives Hunt a big challenge on his job.Moreover, there is no compliance by the workers in the firm, inaddition to a clash of the culture between the American workers andthe Japanese management.

TheJapanese use training techniques and working practices that are notfamiliar to Americans. One of the approaches is paying lower wages toworkers and taking advantage of their labor to overwork them. Anotherpractice is making Americans adopt the Japanese culture and behaviorsuch as doing calisthenicsin the morning. The third is poor working ethics and morality, suchas bathing together in the river. These practices and workingapproach spark resistance of the Americans.

TheAmerican employees are accustomed to fair compensation that is basedon time and work, and not conditions like errors contributing totheir pay. This is greatly disapproved by the Japanese management. Inaddition, American workers are accustomed to considerable workinghours, which are disapproved by the Japanese management that wantsthem to overwork in order to meet the strict goals.

Basedon the drive to succeed philosophy adopted by the Japanese after theWorld War II, the intentions by the Japanese management are evident.One of the characteristics is setting high targets that are onlypossible in ideal situations. The second is the drive to achieve theideal target when working in realistic situations. The thirdcharacteristic is the use of tricks or lies to show the workers thata target is less, when it is high in reality, as done by Hunt.

Theapproach of the Japanese to view the performance of the plant as anecessity is adopted from the softball sequence. One of the lessonsthat can be drawn is that the output of a firm can be achieved if itis made a necessity and approached from the human side of the input.This was made possible by Hunt where he was operating in extremesituations that require extreme measures.

Toachieve compromise between the Japanese management and the Americanworkers, Hunt is truthful about the car production target to workersand starts reasoning with them. It is by doing this that heunderstands the differences in work ethics between the Japanesemanagement and the American workers. He also employs humanrelationships with the workers in order to inspire them to performbetter, rather than supervise or coerce them.

Inthe closing sequence during the celebration of the AmericanIndependence Day, Hunt is trying to tell the crowd that the UnitedStates and Japan are similar in performance, despite differences inapproach. He implies that all people can perform the same way and inbetter ways if left free to decide their way and work diligently. Thedifference is how different people are managed to achieve the sameresults.

Inmy opinion, the Assan Hadleyville plant would eventually becomesuccessful and profitable. This is because there was a behaviorchange in the company after the transformative initiatives by Hunt. Ithink the workers feel more appreciated and part of the company thanbefore. In addition, the tension and the conflict between the workersand the management seem to get over. This is marked by the remarks bythe CEO calling the workers &quotGoodteam&quot yet he was strictbefore.