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This booklet, one of a series of booklets intended to apply economic principles to major social and political issues of the day, traces the modernization of the ancient culture of Japan. Four major areas are covered: (1) "An Ancient Culture" covers the period from the first settling of Japan through the Heian period, the medieval ages, the Meiji restoration, and the development of Japan as a world power. (2) "Postwar Japan" covers the rebuilding of Japan, economic recovery, and social and political change. (3) "Contemporary Japan" deals with Japanese industry, lifetime employment, labor unions and management, production innovations, domestic problems, environmental and social issues, farm subsidies, and budget deficits. (4) "United States-Japan Relations" covers Japanese concerns, trade frictions from the Japanese perspective, government subsidies, Japanese protectionist measures, agriculture, and national defense. A concluding section stresses the need to remove all trade barriers in an atmosphere of mutual understanding. (IS)

Presents a series exchanges between two information and communication studies professors (one American and one Japanese) on the future of multimedia in the two countries and the technological changes that make multimedia growth possible. Issues discussed include the kinds of infrastructure being developed; impacts on education; and the cultural context of technological development. (KRN)

Many large Japanese-owned multinational corporations have established successful subsidiaries in the United States, but distinct ethnic and cultural differences have caused communication problems between Japanese managers and American laborers and business people. Many top executives of the Japanese subsidiaries are sent to the United States on a temporary basis from the parent company in Japan. They often do not have adequate skills in English and are often inexperienced in working with heterogeneous groups, such as the racially mixed labor force found in many American factories. Japanese businesses also operate on a culturally ingrained principle of consensus, in which all labor and management personnel participate in decision making. Americans in middle management in these subsidiaries find this principle inefficient and time consuming. The immediate reaction by American business people is that Japanese managers should adopt American management methods. But, in spite of the communication problems, the Japanese management methods may have a great deal to offer in revitalizing the American business economy. Japanese and American businesses should learn from each other the most efficient but "culturally compatible" methods for running businesses in the United States. (HTH)

The key factor for consideration in formulating a long-term, U.S. international trade policy is that many democratic countries have brought government into direct or indirect management of their industrial affairs. As an example, the relationship of government to steel in Japan is analyzed. Business and industry should not be protectionist. (RM)