Japanese Ce Os Work Hard For Their Money
After reading "Why Japanese executives deserve lower pay" (Readers Report, Mar. 9), I must respond to Al Forbes's remarks. As an executive with a large Japanese auto-finance company, I have an opposing view.
Our president, who is Japanese, does not frequent country clubs, is not chauffeured, does not frequent nightclubs, nor does he fly in a private jet.
He travels to our operations alone, addresses our employees with vigor, and instills great pride and motivation. He is a unique, gifted leader who would make General Motors, Ford, or Chrysler leadership fall back into the mid-management ranks. Also, he can make decisions--tough ones--quickly and accurately.
Nissan Motor Acceptance Corp.
Do Japanese executives really deserve lower pay than their American counterparts? It is a moot point. Al Forbes, "after four years working. . . for a Japanese giant," wants us to believe that no Japanese CEO makes decisions alone. But my personal experience tells a different story.
On Feb. 13, Takayoshi Shimada, president of Hunioyki Co., accompanied by two Chinese interpreters, went to Tongcheng County, Anhui Province on a joint-venture business.
His company agreed to transfer three sets of assembly lines (which can produce respectively air, engine-oil, and gasoline filter elements) to Tongcheng Filter Elements Factory.
Shimada offered, signed, and decided everything alone on the spot for his company in the absence of other executives. As a middleman of the transaction, I saw with my eyes a Japanese CEO travel alone, attend a meeting alone, and make a decision alone.
China Institute of Contemporary