1.3 Japanese labor management system

One of distinctive features Japanese management is workforce management. Japanese corporations manage their employees in such a way that the latter work as efficiently as possible. To achieve this goal, Japanese corporations use American personnel management techniques, including efficient systems wages, analysis of the organization of labor and jobs, certification of employees and others. But there is also a big difference between American and Japanese management. Japanese corporations make more use of the loyalty of their employees to the companies. Identification of employees with the corporation creates strong morale and leads to high efficiency. The Japanese management system tends to reinforce this identification, bringing it to the point of sacrificing the interests of the firm.

The Japanese employee identifies himself very closely with the corporation that hired him. Both senior officials and ordinary performers consider themselves representatives of the corporation. In Japan, every worker is convinced that he is important and required person for your company - this is one of the manifestations of identifying yourself with the company. Another manifestation is that a Japanese worker, in response to a question about his occupation, names the company where he works. Many employees rarely take days off, and often do not take full advantage of their paid vacation, as they are convinced it is their duty to work when the company needs it, thereby showing their loyalty to the company.

Theoretically than longer man works in an organization, the stronger must be his self-identification with it. Japanese corporations guarantee jobs for their employees and use a seniority-based compensation system to prevent an employee from leaving for another firm. Those who have moved to another company lose their seniority and start all over again. The entire lifetime employment system is based on job security and promotion. In turn, each employee or ordinary worker receives satisfaction from his own efficiency in work, knowing that his actions will someday be surely appreciated.

Employment in Japan is of particular importance. It is not only a matter of contract between employer and employee. It has emotional and moral overtones.

Japanese workers work methodically and with dedication. They are punctual. Perhaps only a slight relaxation in the last half hour of work. Japanese workers have a natural love for cleanliness and elegance. They have a very developed sense of duty. They take pride in their craftsmanship. They get great satisfaction from a job well done and feel unhappy if they fail. They don't feel like they're being exploited by the firm. Japanese workers are not forbidden to express pride in their work, as well as to express their loyalty to the firm.

Lifetime employment is not a legal right. His statement is a tribute to a tradition that may have originated in the primitive community and received its finished form in the Japanese feudal society. The firm is morally obligated to take care of its employee until retirement. The staff is completed on the basis of personal qualities, biographical data and character. Loyalty is valued more than competence. Every worker is treated like a family member. In the same way, if there are financial difficulties, everyone tolerates a reduction in income with dignity.

In such circumstances, personnel management is especially important. Japanese managers believe that people are the greatest asset. When selecting applicants for top-level management, the ability to lead people is most valued.

The Japanese have certain qualities that are indispensable in the management of industry. It has been argued that "in Japan, everyone exists not as an individual, but solely as a member of a large group." 3 The individual identifies himself with the group. Her aspirations are those of the group; a person is proud of the work of this group. He is fully aware that he is a member of the team, and does not seek personal authority. He is always interested in the success of the team. All this enhances coordination in the organization of production, and personal friction is minimized.

Since the firm must function as one cohesive team, the most valued qualities are mutual trust, cooperation, harmony and full support in solving the problems facing the group. Individual responsibility and individual performance of work are deliberately obscured. The goal is to improve group performance and strengthen group solidarity.

Thus, management always thinks from the perspective of the group. The group is responsible for the success of the case as well as for the failures. Therefore, individual workers are rarely reproached for failures, especially if they are creative failures or associated with risky ventures. In Japanese firms, the decision is made by the group. Subordinates formulate their proposals and pass them on to interested parties. After the group discussion has set common tasks, each employee determines his own and proceeds to their implementation. If it is noticed that a subordinate is not able to control the situation, the middle manager will intervene and will personally exercise leadership. Such an attitude inspires confidence that personal failures and mistakes, in general, do not matter, the elder will always help to get out of a difficult situation. Thus, the emphasis is not on avoiding failure, but on achieving a positive result. This requires mutual understanding.

Based on this, we can argue that a person needs self-respect: he likes to be responsible and improve his knowledge and skills, the focus of efforts on solving the problems of the company leads to his own development and the progress of the company.

In order to more fully and clearly understand what the Japanese method of management is, at least in in general terms, get acquainted with the management strategy in a Japanese company, which contains the following management principles.

1.4 Principles of Japanese personnel management

1) The behavior of the employee in the organization .

As noted, the Japanese management system has been formed to date as an organic fusion of national traditions and advanced management experience. As for national traditions, their very significant (in the context of this work) feature is that the Japanese prefer not to adhere to written rules; and their language, due to the hieroglyphic nature of writing, is not characterized by a clear unambiguity of definitions, which is characteristic of European languages, in particular, German.

The Japanese researcher Chiye Nakane did a brilliant study that focused on the types of relationships in groups in connection with the traditions of national cultures. He put forward the main provisions of the concept of analyzing the internal structure of social groups, dividing the types of relationships established between people into two: horizontal, as a set of individuals who have common features (for example, people of the same profession) and vertical, in which individuals with different features are connected by a certain social bond (e.g. family, clan, club). It is the second, "vertical" type of relationship that is characteristic and defining the "face" of Japanese society.

The group to which a Japanese belongs is as important to him as his family. In a Japanese firm, the head looks like a father. Family members cooperate spontaneously. There is an informal atmosphere. Internal conflicts are minimized, friendly relations in groups. In Japan, a company is considered an organic whole, a living organism endowed with a soul. The head may change, but the company will remain. The firm is considered a long-term organization because it guarantees lifetime employment. (Such relationships are enshrined in the "Corporate Reorganization Law", according to which reorganizations are carried out in firms that have encountered financial difficulties and are on the verge of bankruptcy).

The formula "enterprise is people" is a sincere conviction of employers. Japanese managers instill in their employees not only technical skills, but also moral and ethical values.

Ringi's group decision-making system can be considered as a product of the concept of "human potential". According to her, the responsibility for making a decision is not personified. The whole group is responsible for the decision. It is assumed that no one person has the right to make a decision alone.

It must be clearly understood that the Japanese method presupposes complete unanimity. This is not a majority decision. The Japanese abhor the tyranny of the majority. If there is no complete unanimity, no decision is made. If the decision is opposed by the opinion of a small minority, he is persuaded to respect the views of the rest. This compromise position will later be rewarded. It is considered impolite for a Japanese to openly object to a senior and superior: disagreement must be expressed very diplomatically.

The power of management in Japan is considered to be legal and therefore readily accepted and respected. Workers feel that their managers are more educated and competent. Managers do not have excessive privileges, which could cause jealousy. Their salaries and other rewards are considered modest in relation to their merit. A effective management is an necessary condition for the prosperity of the workers themselves.

2) Management control system .

Management control is an abbreviated definition of management planning and feedback, which is a tool for managers to achieve organizational goals. The ability of a person to manage has certain limits, so the optimal scale of the business must be found to manage effectively.

It should be noted that managerial control over the fulfillment of tasks is carried out not by adopting certain directives, as is customary in traditional management, but by providing assistance and identifying weak links in the production process (the word “control” is not associated with the “detection-punishment” model, and "check-help").

To get rid of subjectivity, Japanese managers everywhere, where there is the slightest opportunity, apply statistical methods to determine the current situation. The Japanese believe in numbers. They measure everything. They try to quantify all aspects of the business. The Japanese don't waste energy. Everything is arranged flawlessly, which is the essence of good management.

To maintain discipline and improve the quality of work, Japanese management relies more on rewards than on punishment. Rewards are given for useful suggestions, for saving lives in accidents, for outstanding results in training courses, for excellent performance and for "dedication to one's work as a model for colleagues." These rewards are different types: certificates, gifts or money and additional leave.

Punishments are divided into reprimands, fines and dismissals. Dismissal is allowed in cases of theft, acceptance of bribes, sabotage, cruelty, deliberate disobedience to the instructions of elders. Significantly, the "reward" section of the Hitachi rule book comes before the "punishment" section. The firm issued a document entitled "Hitachi's Core Principles". It highlights three principles: sincerity, the spirit of optimism and ultimate harmony. This official document shows how seriously the Japanese take their work.

Japanese managers are extremely reluctant to resort to punitive measures. In contrast to the tactic of intimidation and punishment, Japanese management emphasizes the self-consciousness of workers and therefore uses the "tactic of slogans" to encourage discipline.

Such a position is quite understandable: on the one hand, each subordinate is an individual and has the right to make a mistake, on the other hand, a correct personnel policy when hiring “will not allow” an unscrupulous employee into the company, since the one who hired him is fully responsible for him. work.

Human resource management becomes a strategic factor due to the need to guarantee lifetime employment.

3) Quality management system

The historical background of quality management was the nationwide movement "for the absence of flaws", which has grown into a comprehensive method of quality management. This movement had a significant impact not only on the quality of goods, but also on the awareness of the responsibility of each worker for the quality of the work performed, developing in them a sense of self-control.

Initially, the quality control and management system was based on quality circles. According to the founder and theorist of quality management in Japan, Ishikawa Kaoru, in order to organize circles, leaders need to follow the following principles:

signs Japanese control……………………………………..4 Management and models………………………………………………...6 Description Japanese models management…………………………...7 Comparison with the Anglo-American model……………………….14 Comparison with German model…………………………………….21 ...

Comparative analysis of the American and Japanese models management

Abstract >> Management

American and Japanese models management 3 Introduction 3 1. Characteristics of the American models 6 2. Features Japanese models management 10 3. Comparative analysis Japanese and American models management 15 ...

When considering management models, two types are usually distinguished: Japanese and American.

Japanese management model formed under the influence of two factors:

1. Creative development of foreign experience in the field of organization and management;
2. Consistent preservation of national traditions.

In connection with the foregoing, it is of interest to analyze the traits of the Japanese character. The most important of them: industriousness, restraint and diplomacy, susceptibility to the new, thrift.

Japan is characterized by a commitment to collective forms of organization (groupism). The collective nature of work requires the ability to get along with people. Life experience is also highly valued, great attention is paid to the spiritual development of the individual.

The so-called doctrine of paternalism has become widespread in Japan. Paternalism (from Latin paternus - paternal, pater - father) - the doctrine of the "paternal", "charitable" attitude of entrepreneurs towards employed workers. Hence, there is a tendency to democratic forms of interaction during work.

Loses its leading position in the world, and recently begins to acquire separate features Japanese model.

In many ways, the features of this model are due to the national characteristics of the Americans: the ability to fight to the end, to assert their superiority and vitality. They emphasize their exclusivity, "God's chosenness", strive to achieve quick and great success. They pay great attention to their work. For them characteristic struggle for. Until recently, America has been dominated by a one-man style of management; firms have observed strict discipline and unquestioning obedience with a purely external democracy.

Let's bring comparative characteristic Japanese and American models of management in the table.

Specifications
	Japanese management model	American management model
Dominant qualities of a business person	Ability to work in a "team", orientation to the team, refusal to stick out one's own "I", unwillingness to take risks	Rejection of individualism, the transition to collective forms, the pursuit of thoughtful risk
Criteria for promotion	Life experience, good knowledge of production. Slow promotion	High qualification, ability to learn. The job transition is fast.
Professional Competence	Generalists, special requirements and forms of advanced training: mandatory retraining; rotation of the place of work (position); written performance reports.	The trend of transition from narrow specialization to mastering several related specialties. traditional forms training and advanced training.
Decision making process	Bottom-up, decision-making by consensus; The decision is taken for a long time, implemented quickly.	From top to bottom, the individuality of decision making by the manager; accepted quickly, implemented slowly.
The attitude of employees towards the firm and work	Hiring for life, moving to another firm is considered unethical. The main motives for the behavior of employees are characterized by socio-psychological factors (a sense of belonging to a team, etc.).	Short-term employment, frequent job changes depending on material wealth. The main motive is economic factors (money).
Character holding innovation	Evolutionary way	in a revolutionary way
Form of business relationship	Personal contacts based on mutual trust	Contracts

1. The main features of the stereotype are a very productive combination of really extraordinary industriousness (hard work) and the patience of the Japanese with the same boundless inner desire for beauty and perfection.

The Japanese are unconditional traditionalists, but traditionalists are original. Carefully preserving all the best in their culture, they are reluctant to perceive and at the same time quite skillfully adapt best achievements other countries and nations.

They are characterized by discipline and devotion, a sense of responsibility to the team (group), recognition of its unconditional authority, readiness to sacrifice their personal needs and interests to it.

The vital features of the nation are politeness and delicacy, accuracy and decency (highly valued in partners), absolute control over one's behavior and emotions.

The Japanese are purposeful people who strive to improve to infinity. They are willing to work hard towards their goal.

Japanese management

Japanese management is studied and imitated not only in Asia, but also in America and Europe. The reason is the rapid recovery and dynamic development of the Japanese economy after the Second World War, reaching the forefront of economic positions in the world. Its dynamic development is due to the use of a specific management system. Features of the production management system in Japan due to the specifics of its natural conditions and economic system, historical, behavioral and cultural traditions.

The organization of management in Japanese firms differs significantly from the American and European models. The differences relate to the organizational building of firms, the definition of strategic directions for management activities, the solution of personnel issues, increased attention to product quality, systems social relations in production and management.

The management of production and the activities of Japanese firms is based, as in other economically developed countries, on a divisional organization. However, in Japanese companies, management is more centralized, as a result of which production departments are less independent in solving production issues. But centralization is combined with a special management style, the essential elements of which are the coherence and coordination of actions of all hierarchical links, the development and adoption of decisions after their detailed discussion and approval by the executive level. As a result, a specific Japanese symbiosis of the initiative of the performers and the hard line of the top management of the company was formed, based on group decision-making and provides for:

o participation of middle-level managers in the development of solutions by coordinating and discussing projects with managers and staff of the relevant departments,

o observance of the principle of unanimity in decision-making;

o lack of clear job descriptions defining the duties of employees, since the content of their activities may change and must be able to perform any work within their competence.

The main thing in the strategic management system is the definition of goals, on the basis of which long-term planning is carried out. The long-term plan of a Japanese company (for a period of more than 5 years) is quite detailed and provides for: the goals of the company as a whole, forecasting the environment and analyzing competition, problems and opportunities for the company, developing a new product, etc. Such a plan is the basis of the "triune" plan to which medium-term (for 3 years) and annual plans. The medium-term plan contains the following indicators: trade, profit and capital goals, the most important points activities, a plan for qualitative changes.

The annual plan is a specification of the actions of the company and its divisions for each year within a three-year planning horizon.

In modern Japanese management, there is a global trend of strengthening the role of the human factor as a guarantee of production and management efficiency. At the same time, the national specifics of personnel policy are also tangible: lifelong employment of workers, wage increases based on seniority, participation in trade unions that operate within the firm. The dominant feature of Japanese personnel management is the lifetime employment system, which covers approximately 35% of the country's workforce, mostly employees of large companies. Its essence lies in the fact that the company hires workers once a year, in the spring, when young people graduate from secondary and higher educational institutions. As a rule, young specialists undergo an internship for six months in various departments of the company under the guidance of managers of middle and senior levels of management. The mentor should arouse their interest in spiritual values ​​that are directed against egoism and egocentrism, require them to sacrifice their personal interests if they contradict group goals. With these principles in mind, in 1933 was developed the spiritual code of the company, which provided:

o Serving the people

o Fairness and honesty

o Alignment of interests and cooperation

o Struggle for progress

o Politeness and modesty

o Consistency with the laws of nature

o Gratitude

These principles are determined by Japanese management today. Quite complex is the system of motivation for the labor activity of workers, in which the national character of the Japanese turns out to be. The basis of motivation is the harmonization of labor and capital. Japan was the first in the world to develop the so-called management "with a human face". In a country poor in natural resources, the principle "Our wealth is human resources" is traditionally applied, according to which conditions are created for the most efficient use of them. In Japanese enterprises, labor incentives are divided into tangible and intangible. In material incentives, the following points are distinguished: the main place belongs to wages. On it, Japanese firms allocate an average of 85% of the funds spent on labor. The monthly salary is supplemented by bonuses, which are paid twice a year over the wages of the established working hours, and overtime bonuses. In turn, tariff earnings consist of the tariff rate and allowances for it. Japanese firms have established a system of remuneration depending on the length of service. All new employees are assigned the same salary, which is supplemented annually with experience bonuses. The salaries of management personnel exceed the salaries of new employees by 7-8 times. The principle of seniority is a measure of achievement in the calculation of wages. For the annual increase, the skill, position and education of the employee are taken into account. However, all these factors are not the main ones, since the age of the employee and the length of his work in the company remain decisive. In order to acquire a skill level that makes it possible to qualify for higher wages, it is necessary to work for a certain time in the enterprise, study its problems and learn how to overcome them or propose possible solutions. The educational level is not very significant. An employee with a secondary education who has been working at an enterprise for a long time can receive higher wages than a young specialist with a higher education. At the same time, higher education provides much more opportunities to participate in solving production problems, improve qualifications, master a wide range of professions and work skills. Therefore, workers with higher education are promoted much faster than those without education, and reach new levels of wages.

Japanese enterprises, depending on their size and capabilities, offer employees various benefits.

Allowances for family support, travel to the place of work, medical and social insurance, payments for social needs, the provision of vacation vouchers, parking fees, food, bonuses and valuable gifts.

Japanese enterprises use an extensive system of non-material (moral) incentives for employees, which provides for:

o advancement in the hierarchy depending on the length of service, education and age, stimulates the employee to constantly improve their skills, smooths out conflicts within teams, ensures stability, and the like;

o the principle of lifelong employment, which guarantees the stability of the employee's position in the company, the absence of fear of losing a job, provides an opportunity for personal development;

o organization of entertainment events, group trips to nature and various evenings, assistance in organizing family holidays - weddings, anniversaries

o cultivating a corporate spirit by involving the employee in the affairs of the company, its tasks, mission. To do this, each company has a special uniform, mottos, hymns, various rituals, a meeting;

o providing employees with work in accordance with their potential, opportunities for self-realization, abilities and preferences.

Each enterprise considers it its duty to bear certain costs in order to create a constructive attitude among employees. The management of Japanese firms is confident that the funds spent on employees and attention to them are compensated for by their labor activity. In turn, the activity of the company during the stimulation of employees is an effective advertisement, it attracts young and talented personnel.

Table 4.1

Comparative characteristics of the Japanese and American approaches to management

Japanese management	American management
Planning
1. Long term orientation	1. Predominantly short-term orientation
2. Collective decision making (in a circle) with consensus	2. Individual decision making
3. Involving many people in preparation and decision making	3. Involving a limited circle of people in decision-making and "Selling" the decision to people with other values
4. The flow of decisions is formed from the bottom up and back	4. Decision streams form from above and move down
5. Slow decision making and fast implementation	5. Fast decision-making, slow implementation, which requires compromise, frequent coordination of decisions in subordination
Organization
1. Collective responsibility and accountability	1. Individual responsibility
2. Unclear responsibility for the decision	2. Clarity and specificity of responsibility for the decision
3. Informal organizational structures	3. Formal bureaucratic organizational structures

4. Well known general organizational structure and philosophy; feeling of competition with other companies		4. Marriage of the overall organizational culture, identification more of a profession than a company
staffing
1. New employees are recruited mainly from educational institutions or are located within the company to fill vacant positions		1. Workers are recruited from both educational institutions and other companies, often moving from one company to another
		2. The desire for quick success
3. Company loyalty		3. Loyalty to the profession
4. Very infrequent performance reviews for new hires		4. Frequent performance reviews for new hires
5. Evaluation of long-term performance		5. Evaluation of short-term results
6. Promotion is based on many criteria		6. Promotion is based primarily on individual performance.
7. Staff training and development is considered a long-term investment		7. Training and development of staff are perceived with doubt (as a threat of staff turnover)
8. Lifetime employment for most large companies		8. Job insecurity is common
Management
1. The leader acts as a member of the group		1. The leader acts as the head of the decision making group
2. Paternalistic style		2. Directive style (strong, corporate, defined)
3. Shared values ​​that facilitate collaboration			3. Different values, individualism sometimes get in the way of cooperation
4. No confrontation, ambiguous leadership, emphasis on harmony			4. General interpersonal confrontation, emphasis on clarity
5. Upward communications			5. Predominantly downward communication
Control
1. Pair control			1. Supervisory control
2. Focus of control on group performance			2. Focus control on individual performance
3. Save the image			3. Establishment of guilt
4. Extensive use of quality control teams			4. Limited use of quality control groups

Introduction

Relevance this course is that the social, "human" aspects of management largely determine both the choice of methodology for making management decisions and their effectiveness, i.e. seriously affect the development and implementation of control actions. Personnel management is one of the most important functions of management, as a person has been and remains the main productive, creative force, despite all the achievements in the field of mechanization and automation.

aim of this work is to identify the features and characteristic features in the process of analyzing the characteristics of Japanese, American and Western European styles of personnel management. Revealing the most effective methods management will allow, if necessary, to further consider their use in the management of Russia.

My coursework objectives are:

• 1. Consider the features of the Japanese management model;
• 2. Describe the American model of management;
• 3. Describe the German management model;
• 4. Consider the "Swedish model of socialism" in a market economy;
• 5. Describe the management of other Western European countries;
• 6. Analyze a company with an American management model (in this case, it is Apple Corporation);
• 7. Life cycle of a corporation;
• 8. History of Apple Corporation;
• 9. Describe the current functioning of the corporation.

Characteristics of the main management models

Features of the Japanese management model

Over the past two decades, Japan has taken a leading position in the world market. It accounts for 44.5% of the total value of shares of all countries in the world. And despite the fact that the population of Japan is only 2% of the world's population.

One of the main reasons for Japan's rapid success is its human-centered management model. Over the entire period of historical development in Japan, certain methods of work and behavior have developed that correspond to the specific features of the national character.

The Japanese consider their human resources to be the main wealth of the country. The Japanese economic system is based on the historically established traditions of group cohesion and the innate aspiration of the Japanese to create high-quality products.

The tradition of group cohesion is associated with the occupation of the Japanese in rice sowing, which requires huge labor costs and abundant watering of crops, which was beyond the power of one family. To create artificial reservoirs, people had to unite in groups, artels.

Economy and frugality are hallmarks of the Japanese character. Savings slogans can be found at every Japanese enterprise. The requirements of economy and thrift are directly related to the production of high-quality products.

The essence of Japanese management is the management of people. At the same time, the Japanese do not consider one person (personality), like Americans, but a group of people. In addition, Japan has developed a tradition of submission to the elder, whose position is approved by the group.

It is known that human behavior is determined by its needs. At the same time, the Japanese put social needs above others (belonging to a social group, the place of an employee in a group, the attention and respect of others). Therefore, they perceive remuneration for work (incentives) through the prism of social needs, although recently Japanese management has absorbed certain motivational concepts of American management focused on the psychology of the individual. This found expression in the fact that the need for personal consumption began to be recognized. The Japanese began to purchase consumer goods in large quantities.

The Japanese worship hard work. They are often referred to as "workaholics". In the hierarchy of values ​​of the Japanese people, work comes first. The Japanese are satisfied with a job well done. Therefore, they agree to endure strict discipline, a high rhythm of work, great intensity of work and overtime work. The departure from established habits makes them dissatisfied. In Japanese factories, workers work in groups, work together, and support each other.

The Japanese model of management is focused on the “social man”, the concept of which was put forward by the “school of human relations” that emerged in the United States, which replaced Taylorism, which put the material demands and incentives of the “economic man” at the forefront.

A "social person" has a specific system of incentives and motives. Incentives include wages, working conditions, leadership style, interpersonal relationships between employees. The motives for work are the labor successes of the employee, recognition of his merits, career growth, professional excellence, the degree of delegated responsibility, and creativity. However, the attitude of the Japanese to the concept of "social person" is more flexible than the Americans.

The Japanese take into account the current situation and adapt to it. Unlike workers in other countries, the Japanese do not strive for the unconditional implementation of rules, instructions and promises. From their point of view, the manager's behavior and decision-making depends entirely on the situation. The main thing in the managerial process is the study of the nuances of the situation, which allow the manager to accept the right decision. The Japanese build relationships with their partners on the basis of trust.

Before the development of the capitalist mode of production in Japan, it was characterized by egalitarian remuneration for labor, which arose in the rural community and left a deep mark on the Japanese national character. The formation of machine production required the development of a system of labor motivation, taking into account the existing desire of workers for equalization and the personal contribution of each of them. The way out was found in the development of a system of remuneration of workers by length of service. When hiring employees, they are set the same amount of remuneration, which subsequently increases depending on the length of service at the given enterprise.

The strongest motivation in Japan is the "corporate spirit" of the company, which refers to merging with the company and devotion to its ideals. The "corporate spirit" of the company is based on the psychology of the group, which puts the interests of the group above the personal interests of individual employees.

Every Japanese firm is made up of many groups. In each group there are seniors and juniors, leaders and followers. Seniors and juniors in the group differ in age, seniority and experience. The younger ones in the group unconditionally perceive the authority of the elders, show them signs of attention and respect. They obey the elders. Groups are focused on the goals and objectives of the firm. Working for the purpose of the company, every Japanese understands that he is working for the group and for himself. Each employee feels like a part of the company. When meeting someone, the Japanese introduce themselves: “I am from Sony, Honda, etc. In this way, the Japanese differ from the Americans, who use this form of presentation only when talking on the phone, and in all other cases they first of all call their name.

The Japanese, who value group relations highly, are especially attentive to their position in the group. They are sensitive to the change in the place of each person in the group and try not to cross the boundaries outlined for each of them.

Large Japanese firms are characterized by a system of "lifetime employment", which covers up to 30% of the total number of employees. The essence of this system is as follows: every year at the beginning of April (after the end of the academic year), firms fill available vacancies with graduates of schools and universities, who, after adaptation and training, begin to directly fulfill their duties. Firms guarantee their employees employment not only until they retire at 55 (and in some firms at 60), but also in the event of a decline in production and other unforeseen circumstances.

Japanese workers seek to get into firms that practice a "lifetime employment" system. An employee dismissed from such a firm perceives his position as catastrophic, humiliating him in social terms. The employee hides the very fact of dismissal from his family and relatives, who, due to established traditions, look at him as an outcast who lacks knowledge, professionalism, abilities and efforts.

The system of "lifetime employment" is very beneficial for both employers and employees. Entrepreneurs acquire loyal and dedicated employees who are ready to work for the benefit of the company with the greatest return. Employees hired "for life" by the firm experience a deep sense of satisfaction from the fact that they have received recognition for their abilities, education and level of training. The employee has a feeling of stability in his position in life, confidence in the future. To the firm that hired them, employees are imbued with feelings of gratitude, devotion and affection. Throughout the time of work at the company, employees feel like its debtors. In this regard, the Japanese system of "lifetime employment" should be considered as a powerful means of motivational influence.

Recently, Japan has been experiencing demographic difficulties that have directly affected the system "lifetime employment" This is reflected in the aging of the population, in the increase in the number of people over the age of 65. In addition, there has been a significant increase in average duration life. So, if in 1950 for Japanese men it was 50 years, then in 1983 it was already 74 years.

The current situation forces the heads of firms to carry out measures aimed at modernizing the system of "lifetime employment". These measures include laying off or offering to retire workers who have not yet reached retirement age. The issued severance benefits are not enough for a long time, and the laid-off workers are forced to get a job at the previous firm (re-hiring), but on worse conditions.

The system of "lifetime employment" is closely intertwined with the system of payment for work "by seniority". The essence of this system is that the amount of wages directly depends on the continuous length of service. This system of remuneration follows from the respect for elders characteristic of Japanese society:

"An elder must be respected."

The wage rate in Japan is affected by big number a variety of factors. In a generalized form, we can say that the composition of wages includes three main components: base salary, allowances and bonuses (bonuses paid twice a year - in June and December).

The base salary provides a living wage for workers. If this condition is violated, then wages are raised to the subsistence level with the help of bonuses (for group skills, for a family - for a non-working wife and children, for managing people, for overtime work, paid only to ordinary workers and specialists, managers of such a bonus do not receive). The Japanese understand the optimal wage as such a value that enables a Japanese family to save at least 20% of their income to the bank every month.

The current wage system in Japan is subject to the requirements of the principle of equalization and has very little differentiation. For example, the difference in the salary of the President big company and the newly hired worker is in a ratio of 10:1. If we compare the salaries of middle managers and workers, then this ratio will be even lower.

The system of payment for work "by seniority" has a significant impact on the system of "advancement by seniority" ("system of seniority"). When an employee is nominated for a managerial position, preference is given to age and work experience. In recent years, education has become increasingly important. But in terms of the importance of factors in determining a candidate for nomination, it ranks third after age and length of service. The system of "signorism" meets the requirements of the principle of leveling. "Everyone will take their respective position in due time."

Working in the company, the younger ones gradually rise through the ranks. In the first year of work, they fall under the care and influence of elders, who carefully monitor their every step. However, on next year When new employees come to the firm in April, yesterday's newcomers become their guardians. This is how they move up the corporate ladder.

Many Japanese firms are characterized by "rotation" of personnel, which consists in the fact that approximately every 3-5 years, personnel are retrained in new specialties. "Rotation" contributes to the expansion of the horizons of employees, familiarization of employees with related specialties. Often in this way employees are prepared for higher management positions.

Quality management occupies a central place in the operational management of Japanese management.

The idea of ​​the need to create a movement aimed at improving the quality of products belongs to the American Deming. However, this idea was developed not in America, but in Japan. The quality movement originated in Japan in the 1950s. At first, it was expressed in the form of a struggle for the defect-free products, and then resulted in a powerful quality management system.

The quality of a product is influenced by a wide variety of factors. The degree of influence of each of them can be taken into account only with the help of statistical methods. These same methods allow you to identify the causes of marriage. They make it possible to regulate technological process so that the appearance of defects is minimized. The Japanese promote the need for knowledge of seven statistical methods. These include: Pareto charts, Ishikawa charts, control charts, histograms, scatterplots, graphs, checklists.

The basis of the Japanese product quality management system is the concept of "total" quality control within the company, which has acquired the status of a religion. Quality control covers all stages of production. All employees of the company are involved in the control system, including the secretary and the typist. All employees of the company are responsible for quality, therefore they do not look for specific culprits of marriage and defects. In Japan, the services involved in product quality control perform only advisory functions. Each employee can stop the conveyor if a marriage has started.

In all spheres of the Japanese economy, quality groups (circles) currently operate, which, in addition to workers, include craftsmen and engineers. Groups (circles) of quality solve all problems, ranging from technological to socio-psychological.

The Japanese quality management system does not fail. This is the result of her thoughtfulness and simplicity. The stake on the production of high-quality products is explained, firstly, by the national traits and traditions of the Japanese; and secondly, the fact that Japan has practically no raw materials. It fully imports the aluminum it needs, oil, iron ore, and a large amount of timber and timber products.

In the early 70s. T. Ohno, vice president of the Tayota automobile company, proposed the Kanban labor organization system, which the Americans began to call “just in time”, which is not entirely correct, since the time factor is not the main component of this system. The main content of the Japanese Kanban system is, firstly, the rational organization of production, and secondly, the effective management of personnel.

The Kanban system got its name from the triangular-shaped metal sign (“kanban” in translation means “plate”, “sign”) that accompanies the parts during production and movement. All dispatching information is placed on this sign: part number, place of its manufacture, number of parts in the batch and the point of supply of the part for assembly. The essence of the system lies in the fact that at all phases of the production process they abandoned the production of products in large batches and created continuous-line production.

The Kanban system monitors the production of products at the sites by hours and even minutes and sends finished parts to subsequent operations only at the very moment when there is a need for them, and not when they are manufactured. This requirement applies both to the production process itself and to parts (assemblies) stored in warehouses, as well as to parts (assemblies) received from suppliers in the process of production cooperation. Suppliers are forced to adapt to the rhythm of the enterprise-consumer of their products and introduce a similar system. The Kanban system, spreading, covers entire industries.

The Kanban system has a direct impact on inventory levels, reducing inventory to optimal sizes. Thus, the number of parts in the warehouses of the Tayota company is calculated for one hour, and suppliers supply parts (assemblies) -- three to four times a day at the right time and of high quality.

USA and some countries Western Europe used the Kanban system to improve production efficiency. However, it should be noted that this system has not been fully implemented anywhere. This is primarily due to the fact that the system created in Japan is focused on national values.

The challenge thrown by Japan in the late 70s - early 80s. throughout the Western world, indicates the presence of a number of advantages of the Japanese management model compared to the American one.

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By discipline: "Management"

Topic: " Japanese management model"

Cheboksary 2014

Japanese management model

Management in Japan, like in any other country, reflects its historical features, culture and social psychology. It is directly related to the socio-economic structure of the country. Japanese management methods are fundamentally different from European and American ones. This does not mean that the Japanese govern more effectively. Rather, it can be said that the basic principles of Japanese and European management lie on different planes, with very few points of intersection.

Japanese management, based on collectivism, used all the moral and psychological levers of influence on the individual. First of all, this is a sense of duty to the team, which in the Japanese mentality is almost identical to a sense of shame. Given that the tax system works to average the income and material condition of the population with its emphasized progressive fiscal mechanism, there is minimal stratification in terms of welfare in society, and this makes it possible to use the feeling of collectivism as efficiently as possible.

What is the difference between the Japanese management method and the methods used in most European and American countries? First of all, its focus: the main subject of management in Japan are labor resources. The goal set by the Japanese manager is to increase the efficiency of the enterprise, mainly by increasing the productivity of employees. Meanwhile, in European and American management, the main goal is to maximize profits, that is, to obtain the greatest benefit with the least effort.

1. Principles of Japanese management

Modern management methods developed in Japan in the conditions of post-war devastation, which set the leaders the task of restoring social, political and economic life. Under the influence of the American occupation administration, future Japanese managers got acquainted with American ideology and business management methods. It was during this period that Japanese business leaders began to comprehend social responsibility for the consequences of their activities.

This does not mean that before 19945 Japan did not have an efficient production management system. It's just that the post-war crisis gave incentives to search for a model of the national economy, since it was already ready. As early as May 5, 1932, K. Matsushita, the founder of Matsushita Denki, who is called in Japan the "omnipotent magician of management" and the "founder of the doctrine of management," gave a fiery speech to almost two hundred of his employees. It was on this day that he realized the purpose of the producer: "The role of the producer is to overcome poverty."

The leaders of Japanese enterprises carried out their tasks, first by applying traditional management methods to new conditions, and then with the help of the theories and methods of American management that they had assimilated. They tried not only to creatively apply pre-war experience to new conditions, but also to draw useful lessons, absorb new ideas and thus find a new, Japanese way of development.

As a result, the main features of the Japanese management system are determined by a number of concepts that are absent in the American model. The most important of these are the system of lifetime employment and the process of collective decision-making.

Japanese society is homogeneous and imbued with the spirit of collectivism. The Japanese always think in terms of groups. A person is aware of himself primarily as a member of the group, and his individuality - as the individuality of a part of the whole. The guiding principle of Japanese management is in agreement with the studies of E. Mayo, who showed that work is a group activity.

The question of what human traits will be strong enough to be relied upon in the context of a rapidly changing social psychology and ethical values, for Japan, as well as for other countries, is still open. Many researchers believe that even the seemingly most modern features of thinking and feeling of an individual and social groups are a product of past eras and will disappear as society develops. The change in management methods in Japan today is characterized by an increase in the freedom to choose concepts for creating optimal systems, but traditional management methods are not forgotten. The desire for change, based on respect for national spiritual values, is clearly demonstrated in the following statement by one of Japan's most prominent entrepreneurs, S. Honda:

" The one who is the head of the organization must, first of all, make his management comprehensively justified. This means that he must perfectly understand the goals of the activities of his organization, justify its policies and create plans for achieving the set goals in such a way that his subordinates work with self-esteem and get job satisfaction. In order to develop a way of thinking that would push subordinates to achieve their goals in any conditions, the leader must have a theoretically strong and practically applicable concept. Management Japanese collectivism

Another important feature of Japanese management is the concept of continuous learning. The Japanese believe that continuous learning leads to continuous improvement of skills. Each person through continuous learning can improve the performance of their work. This leads to self-development, and the results achieved bring moral satisfaction. On the other hand, the purpose of training is to prepare for more responsible work and career advancement. But, unlike the Western approach to management, the Japanese emphasize the duty of mastery without the expectation of any material gain. The Japanese are convinced that the improvement of skill itself can bring great satisfaction to a person.

The Japanese are receptive to new ideas. They love to learn from the mistakes of others and benefit from the experience of others. They closely monitor what is happening in the world and systematically supplement information from abroad. They borrow and quickly assimilate new technological methods and processes. Japanese workers do not resist the introduction of new technological advances. Innovation is the basis of economic growth, and the Japanese are sincerely committed to it.

The ideas described above were important for preparing changes in Japanese management strategy and leadership style, as well as for the restructuring of individual enterprises and the economic system as a whole. The core of the new concepts was the recognition of the social responsibility that lies with the managers.

In 1947, an entrepreneur, one of the founders of Panasonic, I. Matsushita, founded the Doikai creative laboratory to study new management solutions. In one of the first works of this laboratory, Mr. Matsushita notes:

"Every company, regardless of its size, must have certain goals other than profit, goals that justify its existence. It must have its own vocation in this world. If the manager has an understanding of this mission, he must bring to the consciousness of employees "what the company wants to achieve, its ideals. And if his subordinates realize that they are working not only for their daily bread, they will be motivated to work harder together in the name of achieving a common goal."

"The actions of a manager in a modern corporation go far beyond making a profit. Both from a moral and practical point of view, it is vital that managers strive to produce the highest quality products at the lowest prices through the use of production potential in accordance with common interests economy and to improve the well-being of the whole society. Undoubtedly, the responsibility of the manager to society is an important lever that develops the management system in the direction of the set goals. "Japanese management decision group

Thus, modern Japanese management has acquired an open spirit that has made it possible to subordinate technological development to the solution of the problems put forward by life itself. The Japanese system of government can be seen as a synthesis of imported ideas and cultural traditions. Therefore, in order to understand the nature of modern Japanese management thought, it is necessary to touch on some features of the traditional culture of this country.

2. Behavior in the organization

As noted, the Japanese management system has been formed to date as an organic fusion of national traditions and advanced management experience. As for national traditions, their very significant (in the context of this work) feature is that the Japanese prefer not to adhere to written rules; and their language, due to the hieroglyphic nature of writing, is not characterized by a clear unambiguity of definitions, which is characteristic of European languages, in particular, German. The Japanese themselves write: "... in the traditional Japanese society, there was no universal code of ethics, as well as categorical religious prescriptions. There was not even a clear system of ideas about sin ..." (M. Yoshino).

Chiye Nakane has done a brilliant study of the types of relationships in groups in connection with the traditions of national cultures. He put forward the main provisions of the concept of analyzing the internal structure of social groups, dividing the types of relationships established between people into two: horizontal, as a set of individuals who have common features (for example, people of the same profession) and vertical, in which individuals with different features are connected by a certain social bond (e.g. family, clan, club). It is the second, "vertical" type of relationship that is characteristic and defining the "face" of Japanese society.

The group to which a Japanese belongs is as important to him as his family. In a Japanese firm, the head looks like a father. Family members cooperate spontaneously. There is an informal atmosphere. Internal conflicts are minimized, friendly relations in groups. In Japan, a company is considered an organic whole, a living organism endowed with a soul. The head may change, but the company will remain. The firm is considered a long-term organization because it guarantees lifetime employment. (Such relationships are enshrined in the "Corporate Reorganization Law", according to which reorganizations are carried out in firms that have encountered financial difficulties and are on the verge of bankruptcy). It is believed that the business enterprise is closed social group and work should be central to the lives of workers. "Employers don't use one person's labor, they use it all."

Formula"enterprise is people" is the sincere belief of employers. Japanese managers instill in their employees not only technical skills, but also moral and ethical values.

Ringi's group decision-making system can be seen as a product of the "human potential" concept. According to her, the responsibility for making a decision is not personified. The whole group is responsible for the decision. It is assumed that no one person has the right to make a decision alone.

You can consider in more detail the decision-making process of the group. The essence of the Ringi system is that decisions must be made by consensus. The system requires everyone to make a decision. If someone is against, the proposal is returned to its initiator. This approach is still preserved, although the procedural part of the Ringi system has undergone changes. Each proposal is discussed in informal groups. A decision is never brought up for formal discussion without an informal one.

Here is how Richard Halloran describes the process of group decision making:

“During the formal discussion, each member of the group expresses a small part of his thoughts on this matter, but never comes out with a complete convincing speech. They are also afraid of accidentally offending a colleague with their abrupt speech, which may contradict the opinion of the comrades.When the leader of the group is sure that everyone basically agrees on the minimum solution, he summarizes the opinion of the group, asks if everyone agrees, and looks around the room for approval nods. Not a single scream can be heard."

It must be clearly understood that the Japanese method presupposes complete unanimity. This is not a majority decision. The Japanese abhor the tyranny of the majority. If there is no complete unanimity, no decision is made. If the decision is opposed by the opinion of a small minority, he is persuaded to respect the views of the rest. This compromise position will later be rewarded. It is considered impolite for a Japanese to openly object to a senior and superior: disagreement must be expressed very diplomatically.

The Japanese allow uncertainty, ambiguity, imperfection in organizational life, as well as many other things that really exist. In addition, the Japanese feel much more interdependent. Therefore, they are ready to make further efforts aimed at improving people and cultivating the ability to work effectively with each other.

In contrast to the traditional "X" and "Y" model of behavior, the Japanese have developed and successfully applied the "human potential" model, which emphasizes the idea that people need the opportunity to use and develop their abilities, getting satisfaction from this. The concept of "human potential" advocates a working environment in which the abilities of the worker are encouraged to develop, and pays special attention to the development of workers' desire for self-management and self-control.

"The usefulness of an employee is determined not by his constant physical presence, but by the company's needs for this employee. With a clear organization of events, the physical presence of the manager at the company is not necessary at all. This applies to organizations where trust in subordinates is an immutable law. On the other hand, direct participation is necessary employee in solving those problems that without the participation of this particular employee will be solved longer or will be solved obviously less successfully - for example, the development of a promising, new product or the development of a new market. initiative In the event of an unforeseen situation, such an employee is asked to return to the company to participate in solving the problem.

The one who manages subordinates is only half a leader. An accomplished leader can be called someone who is able to manage and higher in position.

Giving rights to subordinates stimulates the comprehensive development of their abilities and activates their creative possibilities. The leader is the educator of his subordinates. He should share with them knowledge and accumulated experience directly in the workplace. One of the methods of personnel training, which is of no small importance, is the empowerment of subordinates with the necessary rights that allow them to resolve issues at their own discretion. At the same time, subordinates should have a good idea of ​​the overall strategy of the company.

Do not seek to constantly monitor the reaction of higher management to the results of work.

Middle managers and their subordinates are responsible for the accuracy of information about the results of their work.

Middle management is responsible for the activities of the quality circles.

Collaboration and communication with other departments - this is management by function.

Orientation to the future is the key to the success of the company. The head of the company should be guided in his work for 10 years ahead, the top manager - for 5 years, the head of the department - for 3 years and divisions - for at least 1 year.

In conclusion, I recommend that middle managers occupying important and responsible positions in their companies solve the problems they face with initiative, dignity and self-confidence.

The power of management in Japan is considered to be legal and therefore readily accepted and respected. Workers feel that their managers are more educated and competent. Managers do not have excessive privileges, which could cause jealousy. Their salaries and other rewards are considered modest in relation to their merit. And effective management is a necessary condition for the prosperity of the workers themselves.

The conclusions that can be drawn, considering the Japanese system of government, are as follows:

people get satisfaction from dependence, determined by a close vertical connection in the structure of the team, which is perceived as a guarantee of security and safety;

the main task of the manager is to support the corporate spirit in the team, uniting employees with common interests and understanding the common goals of work;

when an environment is created that allows for group decision-making, all team members can contribute to the achievement of the goal to the best of their ability.

3. Control system

Management control is an abbreviated definition of management planning and feedback, which is a tool for managers to achieve organizational goals. The ability of a person to manage has certain limits, so the optimal scale of the business must be found to manage effectively.

You can consider this process on the example of the company "Matsushita". The organization of the company is based on the system of branches. They are classified as follows:

for top management companies in order to control branch managers - a planning system in branches, a system of internal capital of branches, a system of monthly accounting reports;

for managers of branches in order to control the heads of departments - the budgets of departments, the system of monthly accounting reports.

The planning system in branches assumes that each independent department, and then the branch, develops its own plan. On their basis, a general plan for the entire company is prepared. In general terms, the planning method involves the following steps:

Declaration of the company's strategy. A company's strategy is somewhat abstract and verbal, but it emphasizes the assessment of the firm's performance and embodies the intention to overcome market difficulties by improving policies and goals. It's kind of a slogan for the staff.

Directives on planning in branches. Since the company's strategy is abstract, the guidelines for planning in the branches are set by the president of the company in the form of a directive.

Define the branch planning policy. At this stage, the branch manager determines his own policy for achieving his goals and instructs the department heads.

Preparation of a plan for each department.

Preparing a draft budget for the department.

Preparing a draft branch plan.

Verification and approval of branch plans.

Transfer of the approved draft plan to the branch. This estimate is called "document with the royal seal." The ceremony of this transfer is a purely Japanese feature, because the "document with the royal seal" is seen as a contract between the president of the company and the branch manager. The implementation of the plan is mandatory for the manager. Each manager is responsible for achieving only the points fixed in the "document with the royal seal". The choice of method for fulfilling this agreement is left to the branch manager. It is obvious that such an approach to management requires a high sense of responsibility and self-control from the manager.

It should be noted that managerial control over the fulfillment of tasks is carried out not by adopting certain directives, as is customary in traditional management, but by providing assistance and identifying weak links in the production process (the word "control" is not associated with the "detection-punishment" model, and "check-help").

To get rid of subjectivity, Japanese managers everywhere, where there is the slightest opportunity, apply statistical methods to determine the current situation. The Japanese believe in numbers. They measure everything. They try to quantify all aspects of the business. The Japanese don't waste energy. Everything is arranged flawlessly, which is the essence of good management.

To maintain discipline and improve the quality of work, Japanese management relies more on rewards than on punishment. The awards are given for helpful suggestions, for saving lives in accidents, for outstanding results in training courses, for excellent performance of duties, and for "dedication to one's work as a model for colleagues." These rewards are of different types: certificates, gifts or money and additional leave.

Punishments are divided into reprimands, fines and dismissals. Dismissal is allowed in cases of theft, acceptance of bribes, sabotage, cruelty, deliberate disobedience to the instructions of elders. Significantly, the "reward" section of the Hitachi rulebook comes before the "punishment" section. The firm has issued a document entitled "The Key Principles of Hitachi". It highlights three principles: sincerity, spirit of optimism and ultimate harmony. This white paper shows how seriously the Japanese take their work.

Japanese managers are extremely reluctant to resort to punitive measures. As opposed to the tactics of intimidation and punishment, Japanese management pays special attention to the self-consciousness of workers and therefore uses the "tactic of slogans" to encourage discipline.

This position is quite understandable: on the one hand, each subordinate is an individual and has the right to make a mistake, on the other hand, a correct personnel policy when hiring "will not allow" an unscrupulous employee into the company, since the one who hired him is fully responsible for him. work.

Human resource management becomes a strategic factor due to the need to guarantee lifetime employment.

4. Human resource management

One of the distinguishing features of Japanese management is the management of labor resources. Japanese corporations manage their employees in such a way that the latter work as efficiently as possible. To achieve this goal, Japanese corporations use American personnel management techniques, including effective payroll systems, analysis of the organization of labor and jobs, performance appraisals of employees, and others. But there is also a big difference between American and Japanese management. Japanese corporations make more use of the loyalty of their employees to the companies. Identification of employees with the corporation creates strong morale and leads to high efficiency. The Japanese management system tends to reinforce this identification, bringing it to the point of sacrificing the interests of the firm.

The Japanese employee identifies himself very closely with the corporation that hired him. Both senior officials and ordinary performers consider themselves representatives of the corporation. In Japan, every worker is convinced that he is an important and necessary person for his company - this is one of the manifestations of identification with the company. Another manifestation is that a Japanese worker, in response to a question about his occupation, names the company where he works. Many employees rarely take days off, and often do not take full advantage of their paid vacation, as they are convinced it is their duty to work when the company needs it, thereby showing their loyalty to the company.

Theoretically, the longer a person works in an organization, the stronger his self-identification with it should be. Japanese corporations guarantee jobs for their employees and use a seniority-based compensation system to prevent an employee from leaving for another firm. Those who have moved to another company lose their seniority and start all over again. The entire lifetime employment system is based on job security and promotion. In turn, each employee or ordinary worker receives satisfaction from his own efficiency in work, knowing that his actions will someday be surely appreciated.

Employment in Japan is of particular importance. It is not only a matter of contract between employer and employee. It has emotional and moral overtones.

Japanese workers work methodically and with dedication. They are punctual. Perhaps only a slight relaxation in the last half hour of work. Japanese workers have a natural love for cleanliness and elegance. They have a very developed sense of duty. They take pride in their craftsmanship. They get great satisfaction from a job well done and feel unhappy if they fail. They don't feel like they're being exploited by the firm. Japanese workers are not forbidden to express pride in their work, as well as to express their loyalty to the firm.

Lifetime employment is not a legal right. His statement is a tribute to a tradition that may have originated in the primitive community and received its finished form in the Japanese feudal society. The firm is morally obligated to take care of its employee until retirement. The staff is completed on the basis of personal qualities, biographical data and character. Loyalty is valued more than competence. Every worker is treated like a family member. In the same way, if there are financial difficulties, everyone tolerates a reduction in income with dignity.

In such circumstances, personnel management is especially important. Japanese managers believe that people are the greatest asset. When selecting applicants for top-level management, the ability to lead people is most valued.

The Japanese have certain qualities that are indispensable in the management of industry. One expert said: "In Japan, everyone does not exist as an individual, but exclusively as a member of a large group." The individual identifies himself with the group. Her aspirations are those of the group; a person is proud of the work of this group. He is fully aware that he is a member of the team, and does not seek personal authority. He is always interested in the success of the team. All this enhances coordination in the organization of production, and personal friction is minimized.

Since the firm must function as one cohesive team, the most valued qualities are mutual trust, cooperation, harmony and full support in solving the problems facing the group. Individual responsibility and individual performance of work are deliberately obscured. The goal is to improve group performance and strengthen group solidarity.

Thus, management always thinks from the perspective of the group. The group is responsible for the success of the case as well as for the failures. Therefore, individual workers are rarely reproached for failures, especially if they are creative failures or associated with risky ventures. In Japanese firms, the decision is made by the group. Subordinates formulate their proposals and pass them on to interested parties. After the group discussion has set common tasks, each employee determines his own and proceeds to their implementation. If it is noticed that a subordinate is not able to control the situation, the middle manager will intervene and will personally exercise leadership. Such an attitude inspires confidence that personal failures and mistakes, in general, do not matter, the elder will always help to get out of a difficult situation. Thus, the emphasis is not on avoiding failure, but on achieving a positive result. This requires mutual understanding.

A person needs self-respect: he likes to bear responsibility and improve his knowledge and skills. In this case, according to the Japanese, he has a long creative life. The focus of efforts on solving the problems of the company leads to his own development and the progress of the company. Managers in Japan constantly explain the goals and policies of the company to their workers, who are free to express their opinion on the matter. The workers have free access to the administration. The success of the company is their success.

Conclusion

Unprincipled adherence to the Western way of thinking without taking into account realities, without posing the question of which elements of modernization are effective in a society that has developed in different historical conditions, makes it impossible to look at things objectively.

Japan is a small country. The population density is high. Resources are limited. Natural disasters cause a sense of danger. Therefore, the Japanese have a keen sense of the need for national unity. They are fully aware that their survival depends on unity and social cohesion.

The Japanese work as a group more effectively than the Europeans, especially when they are given a difficult task. Even decision-making is done in Japan by group consensus.

It can be said that Japan is a country of paradoxes. Here they reject the person as a separate individual, but show respect for the opinion of everyone.

In their book "The Art of Japanese Management" A. Athos and R. Pascal note: "The Japanese consider every person as having economic, social, psychological and spiritual needs, just as American leaders do when they specifically think about it. But Japanese leaders believe that their task is to pay as much attention as possible to the human person, not so focusing on other institutions (such as government, family or religion)." At the same time, the family for the Japanese is a form of existence. With a fairly rigid vertical hierarchy, there is no "deification" of the leader - he is "reachable." The Japanese show respect not for the place that this or that person occupies, but for what he has done in life, for his experience.

The Japanese is disciplined, thinks in the interests of the group and is capable of extraordinary efforts to achieve the common good. The Japanese are purposeful people. They want to perfect themselves ad infinitum. They are willing to work hard for this goal. This commitment to excellence has greatly helped Japanese management in integrating European management experience into traditional Japanese culture.

"Japanese management has learned and absorbed modern principles and methods with an energy that borders on greed," said Susuma Takamiya, dean of the University of Tokyo's Department of Economics. "He has successfully tackled four major issues - technological innovation, industrialization, democratization and internationalization. All of this has not damaged cultural values ​​such as group conscience and respect for elders." Obedience in Japan takes the form of complete submission.

Japanese society is divided into separate institutions not horizontally, but vertically. The enterprise is one of such institutions. Managers and employees may have disagreements, but these are purely internal business of the firm. Both look at competing firms as their sworn enemies. Each company strives to be the first in its field. Prestige means more than profit.

In Japanese organizations, the leader occupies the most responsible position. He brings the team together. It suppresses internal conflicts. His authority is accepted by all unconditionally. The absence of it can lead to sad results: the group loses unity and drowns in internal strife.

Authority and power in Japan depend on seniority, not merit. Therefore, the leader is not always a competent person. He often fails to explain the intricacies of his business - the real work is done by his subordinates. A leader must manage people well. He must be able to inspire his team, must be able to evoke and retain the love and devotion of his staff.

Japanese management appeals to the natural healthy instincts of workers to develop their creativity, skill and consciousness.

The curriculum is about stimulating collaboration at work. It mobilizes the knowledge and experience of the whole group. It further unites it and develops the spirit of cooperation. The desire to avoid working with the excuse that "this is not my job" disappears, and instead there is a willingness to take on additional responsibility.

During the 30-40 years of post-war development, Japanese management and the Japanese economic model allowed the country to effectively mobilize the personal and social potential of the people to realize the constant growth of production, prevent excessive society and prevent the distortion of socio-economic relations under the influence of criminal elements.

An understanding of Japanese management will surely help Russian business executives, economists, and businessmen to better understand the problems of their country's economy, and will provide an opportunity to improve production. Moreover, enterprises operating "in Japanese style" have already been established in the USA, Great Britain, Malaysia, Thailand and many other countries. One example is the German concern Porsche, which by 1992 was on the verge of bankruptcy. The help of a Japanese consulting firm made up of ex-Toyota employees gave a brilliant result: the production of cars increased, the number of employees decreased by 19%, the occupied territory - by 30%, profit appeared, and the product range increased.

Mastering the core of Japanese management - the rejection of narrow specialization, the universal development of the employee and the stable employment associated with such development, the rotation of personnel within the company, learning on the job, etc. - is necessary for every company that wants not only to succeed, but at least to exist .

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Concept, tasks and main functions of management. Leading trends in the development of management at the present stage. Classification of management methods. The evolution of management concepts. Internal and external environment of the organization. Concept and essence of planning.

training manual, added 05/25/2015


Historical background, foundations and content of management. Stages of development of management in the world. Functions and principles of management. Differences between the Japanese and American models of management, the prerequisites for their addition. Use of international experience in Ukraine.