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The presence of Japan Inc. looms larger than ever for millions of American managers and workers, as hundreds of Japanese companies open plants and offices in local communities across the United States. What is it like to work for the Japanese? Can Americans, with their strong tradition of individualism, adjust to a Japanese team system that emphasizes harmony and close cooperation? How do Americans and Japanese resolve the misunderstandings that arise from differences in language and culture? Journalists Joseph and Suzy Fucini sought the answers by studying relations between Americans and Japanese at the new state-of-the-art Mazda plant in Flat Rock, Michigan, the first wholly-owned Japanese auto plant to employ a unionized American workforce. For three years, the Fucinis followed events at the plant, interviewing more than one hundred workers, managers and outside suppliers.

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Booklist Review

Satoshi Kamata has already suggested that conditions in a Japanese company may not be as harmonious and benevolent as they are often portrayed. In Japan in the Passing Lane (Pantheon, 1983) he showed the hardships and dehumanization faced by workers on Toyota's assembly lines. The Fucinis, a husband-wife team who have compiled two previous books profiling notable entrepreneurs, similarly describe conditions at Mazda's Flat Rock, Michigan, auto plant. They suggest that cultural differences between management and workers further complicate problems. Theirs is a disturbing picture. Some employees may have had axes to grind, but even so, the authors interviewed more than 150 employees and managers from the Flat Rock facility. And Mazda backed out of its original agreement to cooperate. The Fucinis provide a stark counterpoint to the many books on Japanese management. Excellent bibliography; to be indexed. --David Rouse