“Japanese Style of

Management”
Presented by:
Nikhil Agrawal Roll no - 101
Aastha Singh Roll no.- 102
Divya Srivastava Roll no. - 103
Pawan Kumar Roll no. - 105
Nidhi Srivastava Roll no. - 106
Tapan Yadav Roll no. - 107
Richa Srivastava Roll no.- 108
Nishant Srivastava Roll no. -109
ulture & Attitudes
 Education & seniority are given the highest importance.
 Companies prefer employees who are trained within the company and
not those who bring a different culture from outside.
 New workers enter their companies as a group on April 1 each year.
 Permanent employees are hired as generalists, not as specialists for
specific positions.
 Employees are not dismissed on any grounds, except for serious
breaches of ethics.
 Those employees who fail to advance are forced to retire from the
company in their mid to late fifties.
 Poor pension benefits and modest social security means that many
people have to continue working after retiring from a career.
 Culture & Attitudes – A
comparison between Japan &
 The workers relationship within the US
 U.S. workers are for the most part
work group is very important
psychologically
 The Japanese also have a very strong
sense of nationalism and believe that
they are superior to all other races
 While the Japanese have a very
rigorous system through high school
 Japanese apparently live to work and
are willing to sacrifice their personal
lives for the company
individualist and strive to appear as
macho and self sufficient as possible.
 Although Americans also have a
strong sense of national pride, there
are many racial conflicts in the U.S.
that reduce our ability to work
together.
 it is possible for a student to graduate
from high school in the U.S. without
being able to read and write
adequately.
 U.S. workers are more inclined to
work to live, or for self gratification,
have less self discipline and less
tolerance for discomfort.
 Characteristic
Self image
Nationalism and image of
Race.
Education.
Social cooperation and
willingness to work
together.
Respect for authority.
Attitude towards work.
Attitude toward work-place,
property and environment.
Loyalty.
Typical Japanese
Belong to a group. Okay to
show feelings and
weaknesses.
Strong sense of nationalism
based on a single superior
race.
Rigorous system through
high school.
Team players. No stars
allowed. The individual is not
important. Uniformed teams
are self regulating.
Substantial.
Live to work. Self sacrifice.
Highly self disciplined. What
can I do for the Company?
High tolerance for personal
discomfort. Decline vacations
and sick days. One family
service day per week
acceptable.
Everyone's job to keep it
clean. Respect property of
others.
Loyal to Company. Company
first. Individual and family
second. Belong, to or married
to, a company for a lifetime.
Typical U.S.
Individual. Macho. Hide
feelings and weaknesses.
Strong sense of
nationalism, but many
racial conflicts.
Relatively weak system
through high school.
Competitive. Engage in
political power plays to
become stars. Few team
players.
Minimal.
Work to live. Self
gratification. Little self
discipline. What can the
company do for me? Low
tolerance for personal
discomfort. Take all
vacation and sick days
allowed. Family demands
require weekends plus.
A clean work-place and
environment is someone
else's job. Less respect for
property of others.
Loyal to Self. Individual
and family first. Company
second. Work for a
company to gain
experience to obtain a
better job elsewhere.
cruitment and Selection
 Heavily based on educational background.
 Practice of permanent employment
(sushin koyo).
 One time Recruitment( on april 1st every year).

 Rigorious selection process to select the best candidate.

 2- Tier system of selection
- Written Examination
- Interview (Atleast 2 round)
 Recruite’s personal details are not shared. Company go for
Privacy Certification (Privacy Certification Standard
– JIS Q 15001)
Decision Making In Japanese
Management  
 Uses fairly authoritarian approach in its style of management
with co-operation.
 There is little or no power sharing with the general aim being
‘Seiko’ which is growth.
 The discussions within the enterprise are called ‘Ringi’ with
delegation of authority.
 There is focus on ‘Total Quality Management’ with inter-
organization efforts.
 Independent Approach And
Use Of Groups
 Forming small groups for specific tasks and dividing the work
equally among all.
 There is strong loyalty towards top management and disputes are
resolved through consultations.
 The technological innovation particularly in the car market has been
managed through planning,research & development.
 There is total resource management with use of experts and
management specialists who are highly qualified about the latest
techniques.
Japanese Management –
Training & Promotion
The Japanese company hires new graduates as general employees rather
than as specialists. The in-house education can be divided into :

1. On-the-job training - Is carried out at office or shop on a daily basis wherein

new graduates learn the background of the job while doing it.
2. Off-the-job training - Includes a new employee education, a special skill
education and a management education.Can be further classified into :
 Orientation Training - Group training conducted by large companies for
new graduates with periods ranging from 1 to 3 months.
 Training by Career Stage and Function - Companies conduct various
types of training, including training to improve job performance skills and
management training, according to the career stage of the employees.
Japanese Management –
Training & Promotion
Training by career stage - includes orientation training, training of
mainstay employees, training of section managers, training of newly
appointed section managers, advance training for department
managers, training for newly appointed department managers,
training of department managers, (training of employees who have
not yet been formally hired).
Training by function - This includes training regarding techniques
and technical skills (sales techniques, computer training, language
training, etc.).
3. Skill formation through Job Rotation

Promotion
 Seniority Promotion System – people are promoted according to the length
of service.
 Managers are gradually promoted up from the lowest ranks and need many
Characteristics of Japanese & U.S.
Management Styles

Concept Japan US
Core Value Relationship Objective/Task

Identity Unit/Group Individualistic

Logic Contextual Linear

Communications Ambiguous Direct

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