Yes, sir.

There is a commercial aired frequently on Japanese television which shows at first a complement being passed down the chain of command from the white haired chairman, through six layers of management, in descending age, before reaching the young worker. The second scene shows a somewhat angry rebuke following the same route, and the third permission for some essential task going the same way. The commercial depicts the higher levels stacked on the back the young employee. The final scene shows all except the highest level calling a placement service, the CEO trying hard to see what is going on below him in obvious futility. It is amazing how accurate the depiction of the command structure of a Japanese company is. Even in “non-traditional” companies, levels of pseudo-responsibility and authority crop up.

Applying these command structures in a company in which most of the employees are not Japanese looks as though it will prove tricky, to say the least. Particularly difficult will be the implementation of a new layer where none existed before. While newer employees may get a sense of authority from the middle layer, longer term employees, in this case those that have been with the company more than a couple of months, will most likely continue to go directly to the hire levels and primarily circumvent the new layer, in a diplomatic way. There is a danger in angering the new level, though no real power resides there, it is quickly becoming obvious that this layer has the ear of the upper management and could probably turn into a rather potent adversary if not handled properly. So far the modus operandi appears to pay lip service to the new layer and arrange direct contact with the upper layer soon after, resolving the issues more satisfactorily.

It will perhaps be interesting to see how long this dynamic lasts before the person in this new layer begins to take actions to protect the position, and try to assert punitive authority to essentially justify the need for the position’s existence.