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Federal State Budgetary Educational Institution of Higher vocational education"Chuvash State University named after I.N. Ulyanov"
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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 Japan did not have an efficient production management system before 19945. 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 by first applying traditional methods management to new conditions, and then with the help of the theories and methods of American management they learned. 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 face 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 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 the manager in the modern corporation go far beyond profit. 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 productive potential in accordance with the general interests of the economy and for the purposes of improving the well-being of the whole society. There is no doubt that the responsibility of the manager to the society is an important lever that develops the management system in the direction of the goals." japanese office 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, 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 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 a business enterprise is a closed social group, and work should occupy a central place in the lives of employees. "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 ability of the worker is encouraged to develop, and pays special attention to the development in workers of the 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.
Empowerment of subordinates stimulates comprehensive development 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, allowing 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. A 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 enables group decision-making, all members of the team 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 an appreciation of the firm's performance and embodies the intention to overcome market challenges by improving policies and objectives. 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 handover 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 the tasks set is carried out not by adopting certain directives, as is customary in traditional management, but by providing assistance and identifying weak links in manufacturing process(The word "control" is not associated with the "detection-punishment" model, but "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 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 people 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.
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 effective payroll systems, analysis of the organization of labor and workplaces, employee appraisals, 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 time off, because they believe it is their duty to work when the company needs it, thus showing their commitment to the company.
Theoretically than longer man works in an organization, the stronger should 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 management top level Most valued is the ability to lead people.
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 put general tasks, each worker defines his own and proceeds to implement them. 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 raising 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 evoke 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 studied and absorbed modern principles and methods with an energy bordering on greed,” said Susuma Takamiya, dean of the Department of Economics at the University of Tokyo. “He has successfully tackled the four main challenges of technological innovation, industrialization, democratization and internationalization. All this has not harmed such cultural values 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. He 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 entire 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 certainly 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 brilliant result: the production of cars increased, the number of personnel decreased by 19%, the occupied territory - by 30%, there was a profit, the range of products 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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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.
The leaders of Japanese enterprises carried out their tasks, first by applying traditional methods of management to the new conditions, and then with the help of the theories and methods of American management that they had learned. 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 face 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.
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 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 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 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.
This is how Richard Halloran describes the process of group decision-making: "In the process of formal discussion, each member of the group expresses a small part of his thoughts on this subject, but never comes out with a finished convincing speech. The Japanese, who have an extremely sensitive ego, do not want to fall into the state of being in minority or, even worse, with a dissenting opinion.They are afraid of accidentally offending a colleague with their harsh speech, which may contradict the opinion of comrades.When the leader of the group is sure that everyone basically agrees with the minimum solution, he summarizes the opinion of the group, asks if everything agree, and looks around the room for nods of approval. Not a single shout is 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 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 enables group decision-making, all members of the team can contribute to the achievement of the goal to the best of their ability.
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 model "identification - punishment ", 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.
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.
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 workplaces, employee appraisals, 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 time off, because they believe it is their duty to work when the company needs it, thus showing their commitment 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.
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. The tasks that, within the framework of the overall quality management activities at the enterprise, are:
promotion of improvement and development of the enterprise
creating a healthy, creative and friendly atmosphere in the workplace
comprehensive development of the abilities of employees and orientation to the use of these opportunities in the interests of the company.
Total quality management penetrates people's minds and helps to identify false information. It helps firms avoid using erroneous output and sales data. "Knowledge is power" is the slogan of total quality management.
There are three main features of Japanese industrial organizations that are noteworthy: first, lifelong employment, secondly, the effect of seniority on salaries and wages, and thirdly, the organization of trade unions.
Japanese management accepts the union as a legitimate intermediary between management and workers in matters of wages. But because trade unions in Japan are not divided by occupation, but are unions of workers in the same firm, they share management values such as productivity, profitability, and growth. This does not mean that the trade unions are servile: they retain their independence. They constantly monitor the correct observance of all agreed norms.
The unions are fully aware that workers can only improve their standard of living by increasing productivity, so they have begun to cooperate with management. There is a need for constant unified consulting on all issues that affect performance. The modernization process is not straightforward. There may be an oversupply of labor. But all these problems are solved through cooperation. Trade unions in Japan are constantly looking for ways and means to improve the lives of workers without harming the firm. They understand that the living conditions of workers ultimately depend on the prosperity of the firm. They critically examine and, if necessary, question the goals and policies of management. In this way, they can develop a constructive relationship with management by collaborating with it. Unions constantly compete with management in social and charitable activities. Trade unions in Japan are constantly striving to raise the level of workers' consciousness.
It should be noted that the significance, resources and power of management are not comparable with the resources of trade unions. But union leaders and management share two basic assumptions: first, the prosperity of the firm creates the conditions for solving other problems, and, second, hatred of each other does not benefit anyone.
In general, there are fewer complaints and claims against management in Japan for two main reasons: firstly, the Japanese worker does not feel oppressed, and secondly, he considers his work more important matter than rights or beliefs. The origins of this lie in the fact that the managers of Japanese firms pay great attention to the well-being of their workers. This naturally increases their confidence in both management and trade unions.
worker management office kanban
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Japanese managers have created an ingenious method of organizing a business, which is recognized throughout the world. In the Japanese management model, the rule “we are all one family” works. Maybe this is one of the secrets of success, which is often confirmed by sociological surveys conducted at such firms. The organizers try to create an atmosphere of self-motivation and self-stimulation. There must be a goal for the team, and everyone strives to go towards it together and in an organized manner. The word "profession" is identified not with work, but with a way of life. Maybe this is the shortcomings of the Japanese management model, but it is impossible to deny the productivity of using such an economic scheme.
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