[Case Study] How to Prevent Power Harassment Risks? Improving Organizational Culture at a Major Auto Parts Manufacturer
Ending Career Co., Ltd. has published a case study on reducing power harassment risks at a major auto parts manufacturer. Through empathetic 1-on-1 meetings, they successfully transformed a manager's intimidating behavior, which was caused by immense pressure, into a supportive leadership style.
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- 📰 Published: April 15, 2026 at 18:50
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Ending Career Co., Ltd. (Headquarters: Shibuya-ku, Tokyo, CEO: Daisuke Sato) has published a support case study on reducing power harassment risks at a major auto parts manufacturer through organizational culture improvement.
*To avoid identifying the client company or individuals, some information has been altered or processed within a scope that does not impair the essence of the case.
Challenges Faced
With the wave of EV transition, there is a demand for parts modularization and extreme weight reduction. The pressure on QCD (Quality, Cost, Delivery) on the manufacturing floor was higher than ever.
Manufacturing Department Manager H was a veteran manager bearing this heavy pressure alone. His mind was filled with a strong sense of responsibility: "Absolutely no defective products" and "Never delay delivery." However, his "justice" eventually turned into a strong tone and intimidating attitude towards his team members.
The atmosphere on the floor became freezing, and members were constantly walking on eggshells around Manager H. Because reporting mistakes led to severe reprimands, defect reports tended to be delayed. This resulted in a vicious cycle where Manager H would reprimand them even more. Eventually, young and mid-career members assigned to Section H complained of poor mental health one after another; within six months, two were forced to resign and one took a leave of absence.
Approach to Resolution
Our company began by objectively "observing" what was happening in the organization. We first conducted an "Organizational Culture Diagnosis" for the entire Section H. The diagnosis revealed that "members find it difficult to express their honest opinions to their boss."
Based on this fact, we started 1-on-1 meetings with Manager H (once a month, 6 times in total). Initially, Manager H crossed his arms and complained, "What do consultants know about the frontline?" However, we did not dismiss his words as "resistance," but listened to the "emotions" and "values" deep inside him.
As we persistently continued our empathetic questioning, he quietly confessed his true feelings: "Actually, I just want everyone to cooperate and make good products. But under the daily pressure, I have no room to breathe, and it's very painful."
This became a major turning point. We redefined the purpose of the 1-on-1 into a positive theme: how to balance Manager H's enthusiasm to "accomplish high-quality work as a team" with an environment where members can work with peace of mind. In subsequent monthly 1-on-1s, we conducted practical training on specific communication skills usable in daily management:
- Communicate facts without evaluation
- Listen to the true intentions behind the words
- Propose instead of command
Through repeated dialogues with our consultants, Manager H became able to objectively view the excessive pressure and impatience he was harboring. By regaining his composure, he naturally became able to empathize with his members' worries and situations, acquiring a new management style that involved the entire team.
Read the full article
Conditions of use for data in this article
1. When reprinting or quoting this case study, clearly state "Ending Career Co., Ltd." as the source.
2. Set up a link to the following URL as the source: https://endingcareer.co.jp/od/harassment-prevention-culture/
3. If we determine it to be inappropriate, we may revoke permission to reprint and request the removal of the publication.
Author Profile
Ending Career Co., Ltd.
CEO Daisuke Sato
Joined the Japan Air Self-Defense Force after graduating from high school. Later, built his career through multiple job changes during the employment ice age, experiencing diverse industries from large enterprises to SMEs. Engaged in human resource development and organizational development for 20 years as a business and HR manager. Currently, supports sustainable corporate growth as an organizational development consultant. Completed graduate studies at Tama University, Career Consultant.
Company Overview
Company Name: Ending Career Co., Ltd.
Location: 1F/2F Frances Building, 2-19-9 Ebisu-Nishi, Shibuya-ku, Tokyo
Representative: CEO Daisuke Sato
URL: https://endingcareer.co.jp/
Contact Information: Ending Career Co., Ltd. Public Relations Desk
*To avoid identifying the client company or individuals, some information has been altered or processed within a scope that does not impair the essence of the case.
Challenges Faced
With the wave of EV transition, there is a demand for parts modularization and extreme weight reduction. The pressure on QCD (Quality, Cost, Delivery) on the manufacturing floor was higher than ever.
Manufacturing Department Manager H was a veteran manager bearing this heavy pressure alone. His mind was filled with a strong sense of responsibility: "Absolutely no defective products" and "Never delay delivery." However, his "justice" eventually turned into a strong tone and intimidating attitude towards his team members.
The atmosphere on the floor became freezing, and members were constantly walking on eggshells around Manager H. Because reporting mistakes led to severe reprimands, defect reports tended to be delayed. This resulted in a vicious cycle where Manager H would reprimand them even more. Eventually, young and mid-career members assigned to Section H complained of poor mental health one after another; within six months, two were forced to resign and one took a leave of absence.
Approach to Resolution
Our company began by objectively "observing" what was happening in the organization. We first conducted an "Organizational Culture Diagnosis" for the entire Section H. The diagnosis revealed that "members find it difficult to express their honest opinions to their boss."
Based on this fact, we started 1-on-1 meetings with Manager H (once a month, 6 times in total). Initially, Manager H crossed his arms and complained, "What do consultants know about the frontline?" However, we did not dismiss his words as "resistance," but listened to the "emotions" and "values" deep inside him.
As we persistently continued our empathetic questioning, he quietly confessed his true feelings: "Actually, I just want everyone to cooperate and make good products. But under the daily pressure, I have no room to breathe, and it's very painful."
This became a major turning point. We redefined the purpose of the 1-on-1 into a positive theme: how to balance Manager H's enthusiasm to "accomplish high-quality work as a team" with an environment where members can work with peace of mind. In subsequent monthly 1-on-1s, we conducted practical training on specific communication skills usable in daily management:
- Communicate facts without evaluation
- Listen to the true intentions behind the words
- Propose instead of command
Through repeated dialogues with our consultants, Manager H became able to objectively view the excessive pressure and impatience he was harboring. By regaining his composure, he naturally became able to empathize with his members' worries and situations, acquiring a new management style that involved the entire team.
Read the full article
Conditions of use for data in this article
1. When reprinting or quoting this case study, clearly state "Ending Career Co., Ltd." as the source.
2. Set up a link to the following URL as the source: https://endingcareer.co.jp/od/harassment-prevention-culture/
3. If we determine it to be inappropriate, we may revoke permission to reprint and request the removal of the publication.
Author Profile
Ending Career Co., Ltd.
CEO Daisuke Sato
Joined the Japan Air Self-Defense Force after graduating from high school. Later, built his career through multiple job changes during the employment ice age, experiencing diverse industries from large enterprises to SMEs. Engaged in human resource development and organizational development for 20 years as a business and HR manager. Currently, supports sustainable corporate growth as an organizational development consultant. Completed graduate studies at Tama University, Career Consultant.
Company Overview
Company Name: Ending Career Co., Ltd.
Location: 1F/2F Frances Building, 2-19-9 Ebisu-Nishi, Shibuya-ku, Tokyo
Representative: CEO Daisuke Sato
URL: https://endingcareer.co.jp/
Contact Information: Ending Career Co., Ltd. Public Relations Desk