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The Subconscious in Organizational Control

The Case of Mitsubishi Heavy Industry

Department of Sociology, Sophia University, Tokyo, Japan

In this paper the author wishes to throw light on the crucial functions of culture as a control mechanism. The author's purpose, hence, is to attain a multi-dimensional (horizontal and vertical) presentation of the Japanese interorganizational control, through an illustrative analysis of the structures and practices which achieve control, not through coercive utilitarian means, but through normative and symbolic inducements, with the emphasis on the consequences of this system for its members. Furthermore, this study investigates the rational explanation behind the enigmatic culture in the Japanese workplace and its function in maintaining control, and deter mining actions and motivation. The author's approach suggests that the behavior of employees of MHI stemmed not solely from strong group pressures to conform to well-established behavioral cultural norms governing Japanese worklife but from individual alternativeless option. Hence, controlled behavior (subconsciously culturally-oriented behavior) and commitment may simply reflect individual adaptation to superficial structures and thus an absence of choice. Moreover, the author proved that the commitment of MHI's workers is to a significant degree a direct reflection of the values embedded in Japanese culture and internalized through 'reproduction' by individual Japanese and in the organization of the firms. The nature of this study is qualitative. The reader will be exposed to ethnographic research which was carried out in Mitsubishi Heavy Industry, Japan.

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