Documente Academic
Documente Profesional
Documente Cultură
Andrews
Self-Awareness, the Group, and Conformity
One of the most homogenous nations in the world
Strongly aware and proud of their country
High on fashion and technology
“Islander” mentality
Relationships take foremost priority, reflects in business too
Hard work is a given, not a exception
Japanese companies, like Japanese
society, are hierarchically organized with
individuals knowing their position within a
group and with regard to each other
Life time employment
Collective decision making
1] Ringi-sei - The circulation of consultative memorandums
around a company in order to achieve consensus.
2]Information flow from the bottom of the company to the top.
3]Most policies originate at the mid-level management
4]Top Management plays only a “supervisory” and
“encouraging” role.
Collective responsibility
Slow evaluation and promotion
Implicit control mechanisms
Non specialized career path
High self disciplined
Holistic concern for employee as a person
Centralized management control
Strong head office/subsidiary manager
interpersonal relations
Multiple locations
Business strategy
Single product focus
Minimize costs of production
Maintain consistently high quality output at all factories
through standardization of best work practices &
procedures
Diversify market segments, geographic markets, &
production location
Qualified senior management
Low costs of production
Quality control
Diversified & strong market positions in
established & growing markets
Good reputation – early leader in small motors
Good fit between organization structure &
competitive environment
Limited scope for continued expansion with
existing managerial capacity
Relative difficulty in transferring Japanese
management style across cultures
continued growth will be difficult; long term
problem is new competitors allowed to establish
themselves or if existing competitors were
allowed to grow in strength
Hatvany and Pucik (1981) offer a model of
Japanese management in which they define
three interrelated strategies:
The authors assert that these general
strategies are translated into specific
management techniques including
Job rotation and slow promotion;
Evaluation of attributes and behavior;
Emphasis on work groups;
Open communication;
Consultative decision making; and concern
for employee.
Fully satisfaction of customer’s needs
Achieve employee's fulfillment
Slow and careful way of implementing
Willingness to any activity if necessary
Zero-defect theory
o “Rom was not built in a day” approach
Belief: Japanese management system is so unique that it
cannot be easily transferred overseas because these
processes of management are culture bound
STRENGHTS: OPPORTUNITIES:
- Closer relationships - Prefering personality
- Non-competition to education
among employees - Challenge in time of
- Consensus decision crisis
making - Tom Bata’s rotating
WEAKNESSES: system
- Slow promotion THREATS:
system - Scope of company
- High training costs - Nature of work
- No motivation - Cultural differences
High wages based on seniority (including
substantial bonuses)
Structured managerial career paths
Employment security (for regular employees)
Company-sponsored welfare systems (I.e.
subsidized housing, recreational facilities, etc.)
Wide involvement of middle management in
decision making
lean management is the development of the
problem solving capabilities of the entire
workforce allocating specific categories of
problems to each layer of the organization.
Western
High Technology- Innovative
perceptions
technology oriented innovation product
Japanese People-
Low technology + KAIZEN-oriented
perceptions oriented +
KAIZEN product
KAIZEN
Corporate Social Responsibility (CSR) is a concept
which encourages organizations to consider the
interests of society by taking responsibility for the
impact of the organization's activities on
customers, employees, shareholders, communities
and the environment in all aspects of its operations.
This obligation is seen to extend beyond
the statutory obligation to comply with
legislation and sees organizations
voluntarily taking further steps to
improve the quality of life for employees
and their families as well as for the local
community and society at large
Belong to group Individual
Team players Competitive
Substantial respect to Minimal respect to
authority authority
Live to work
Loyal to Company Work to live
Collective responsibility Loyal to Self
Paternity style Individual responsibility
Monitoring by Directive style
employees Monitoring by managers
Slow decision making Quick decision making
Thank you