The continuing cultural and ethnic integration of the United States poses problems for an intra-company Front line management. There is the existence of different kinds of evaluation and reward systems and symbolizes the nonexempt and the exempt workforce creating a problem of an equal treatment which has the strong emphasis on the seniority.
United States has an organization hierarchy, workers are viewed as developing varying levels of skills and tacit knowledge, where managers are educated in explicit analytical knowledge management while individual workers can do and develop high levels of tacit knowledge creation capability hence distinctions of the blue and white collar salaries earners which is problematic.
An egalitarian work culture for minimizing differences across statutes and ranks in the company such as the management and the workers, blue and white- collar creates a lot of superiority and inferiority at the job places having indication of impartial treatment from the employees. This doesn’t clearly define the rights and responsibilities for the ideal bureaucracy of each individual. The solution to this problem is the formalization procedures and the strong emphasize on control and reutilization of the front line management of the knowledge creation and implementation.
There is the existence of egocentric upon the expansion of the front line management since the knowledge is internally based for the company and not to share with any outside residents who doesn’t work for that company. The solution to this problem is by the company regarding and recognizing the benefit of mutual learning network on a global basis. This kind of global factory network will provide an arena for rapid joint knowledge creation and the transfer of both tacit and explicit knowledge through the sharing of the front line experience which is more often informal.
There is the existence of conservativeness on the management due to company’s competitiveness, particularly to the continuous innovation processes on which such companies rely so heavily, and because of what is termed as cognitive institutionalization, managers have taken the front line management patterns for granted as the way to manage and contented with the way itself and hence can not easily conceive change of management in any other way.
Regardless of the front-line management there is the existence of the persistent a vociferous local criticism, exhortation to change. The solution to this problem is to allow adventure, exploratory, rationalization and practice of expatriation in order to avoid repeated declarations of the top managers in the companies which lead to conservativeness.
The problem of the home country effect where through the consistent findings proof that the blue collar workers adopt easily to work organizations of the overseas with higher level of satisfaction than local managers due to the subsidiaries that the company had strongly developed at the home country showing a considerable variation across the overseas companies in developing the Front line management. The solutions to this problem is by widespreading the reliance of the only home experience, work staff, managerial staff, and home employee and diversify the gained experience in the Front line management.
In conclusion the continuing cultural and ethnic integration of the United States had posed the above problems for an intra-company Front -line management and basing the enlisted solution in the subsidiaries the score can be improved above average.
1. The Bright and the Dark side of the Japanese Management Overseas (1979) By K. Shibagaki and M. Trevor. 2. Japan’s Multinational Enterprises (1976) By Yoshino and Micheal. 3. A Theory of Organizational Knowledge Creation (1990) By C. Sozo no Keiei.