JOHN HIGGINS

BY GROUP A1
 1930 : Weaver First Sale in Japan
WORLD WAR II
1948 : Resumed Sales
1954 : Weaver and Yamazaki established
HISTORY OF
COMPANY
 CHARACTERS
Lenord Prescott :
Vice president and general
manager of Weaver-Yamazaki
Pharmaceutical of Japan
-25yrs in Weaver
-Indian, Phillipnes, Mexico
-Expanded Japanese Operation
John Higgins:
Executive assistant of Weaver-Yamazaki
Pharmaceutical of Japan
-Joined Army language school
-Interpreter and Translator in Tokyo
-Took Japanese language, Literature and
History courses
-Rejoined College from Management Degree
-Joined Weaver
-”Ugly America” – Personal Moto
-Married to Japanese women
JOB ROLE :

-Daily Operations
-Troubleshooting with major Japanese
customer
-Attending Trade meetings
-Negotiation with government officials
-Market Research
-Day to Day administration
• Felt that Higgins had absorbed and internalize Japanese culture to such degree
that he had lost U.S point of view and “gone Native”

• Higgins “complete emotional involvement”

• Situation where Higgins has asked for permission to extend his stay in Japan
indefinitely(turning point in Higgins behavior)

• Higgins moved to Japanese neighborhood, relaxed in a kimono at home, used

public bath, was invited to weddings, neighborhood parties and Buddhist
funeral

• According to policy , 2 months paid leave but Higgins declined to take trips and
visit remote parts of japan
•Higgins had taken characteristics of a typical Japanese
executive such as listening to personal problems of
subordinates, arrange marriages for young employees

•He used to take employees Complaints and demands to the

management
• Prescott used to feel Higgins as more of adversary rather than an ally
•Japanese Employees were ready to try new things but this was not the
case with Higgins
•In Japanese culture, Employees are not fired usually
• According to Prescott, The best international executive was on ewho
retained a believe in the fundamental's of the home point of view while
also understanding foreign attitude
 QUESTIONS
1.Was having a man of Higgins’s qualification as an assistant boon or bane for
Prescott?
The case study focuses on extreme love that Higgins shows towards Japanese culture.
These views are totally from Prescott observation and experience. According to him, he
is indirectly the reason for losing effectiveness in representing the U.S parent company.
But he was very social in nature, he made extra effort in listening to the problems of the
subordinate and maintaining a good relationship. employees usually preferred sharing
their problem with him. Higgins was a person who had many responsibilities on head but
then too stood out for the employee's and used his Japanese knowledge in helping them
.He was definitely not bad for the company but yes a little change in his attitude
towards US workman would help the company in overall progress.
QUESTIONS
2. Was the extreme love towards Japanese culture, creating a rift between
Prescott and Higgins?
Yes, there is a drift.
As Prescott has described instances where John Higgins is seen as a person who is
loyal to Japanese culture and very hesitant to try out new ideas. Prescott observed
notable changes in Higgins's attitude and thinking. He felt that Higgins had absorbed
and internalized the Japanese culture to a extent that he had lost the US point of
view. Prescott strongly believed that company's real contribution to Japanese society
was in introducing new ideas and innovations.
QUESTIONS
3. What was the cause of substantial loss of Administrative effectiveness of
Weaver and Yamazaki?
Both of Higgin and Prescott have a different opinion toward implementation of
personnel policies in the company operations. Higgins did not like how Prescott
implementing the U.S. personnel policies into company's operation since Higgin did
not like the way Prescott handles the situation.
Meanwhile in opposite side Higgin want to adapt the Japanese styles of operation
with same manner as Japanese’s operation. The differences between Higgin and
Prescott derive them to conflict with different idea of implementation operation and
causing ineffectiveness in administration because Higgins want adapt the Japanese
operation and implementing that system into company.