ABSTRACT
This chapter provides a brief account of the findings from continuing research on the comparative values of Japanese and British managers. The Japanese did not only make decisions based on meetings but were very close to each other outside the company. They were also very keen to keep the 'harmony' of the group and consequently to avoid confrontation. The first dimension is that of 'groupism vs. individualism', on which the Japanese are placed at the groupism end, as opposed to the British being placed at the individualism end. Groupism such as that displayed by the Japanese managers has various implications for the organisation. It will put priority on achieving group objectives and is likely to consider relationships at work as long lasting ones; as well as to regard colleagues in terms of the 'person-as-a-whole' rather than in terms of their roles.
