The Mazda Crisis at Flat Rock

Paper Summary:

This paper analyzes the issues that occurred in the Mazda plant in Flat Rock, Michigan which were created due the cultural difference in management style and work ethic between the Japanese and American workers. It examines the reasons why serious personnel issues occurred and outlines a plan for transforming the culture at Flat Rock and making the plant more productive. It also looks at how the roles of training and organizational development influence organizational performance.

From the Paper:

"One reason why issues were created at Flat Rock was because of the instability in management. This instability occurred because of the conflict between Japanese and American management over the business philosophy being used. Four top U.S. managers had left the company due to a feeling of "being left out of the information network" (Dessler, 2000). This lack of communication trickled all the way down to the floor, which created dissention among employees and reduced productivity. The poor communication, which contributed to poor production, created a downward spiral for Mazda in which they did not recover."

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