Mazda's five- step selection process was very different from that of other plants in America. Instead of selecting employees based on their applications only, they put up a series of demanding tests to evaluate the intelligence, interpersonal skills and physical state of the applicants. However, it is interesting to also note that the selection process was not completely done in Japanese style.
             A special emphasis was laid on the applicants' ability to work in a team system, as opposed to scientific management, which was prevalent in all the other plants of American automakers at that time. The value placed on teamwork here can be attributed to high level of collectivism present in Japanese. Similarly, scientific management can be seen as the result of individualistic characteristic of American culture.
             In addition to looking for the right qualities required of their future employees, Mazda managers were also interested in sorting out potential troublemakers, who might cause problems to successful operation of the plant. In fact the purpose of Mazda's five-step selection process was "to avoid what could be called "the MCC syndrome." Mazda showed much greater caution in deciding whom to let into its Flat Rock plant than other American automakers. This was because of higher level of uncertainty avoidance in Japanese culture compared to American culture. The Japanese managers were much more resistant to risk taking.
             However, not all characteristics of Mazda's selection process were based on Japanese culture. During the tests, applicants were allowed to interact quite freely with the interviewers, who were in superior position to them. The interviewers gave encouraging replies when asked questions by the applicants and they also gave detailed and honest description as to the expectations and purpose of each stage of test. A more usual job interview in Japan would require more respect paid by the ap...