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THE RISE OF JAPANESE-ORIENTED

MANAGEMENT STYLE

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PRACTICES OF JAPANESE:

1. High employee morale, dedication and loyalty.

2. Costs were lower including labor costs.

3. Government policies favor businesses.4. After World War II, Japan became a highly

productive and capital intensive organization.

5. Exports prevailed.

6. Superior quality control such as Total Quality

Management.

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W. Edwards Deming

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Richard Pascale andAnthony Athos

The Art of Management

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7s

Strategy

Structure

Systems

Skills

StaffStyle

Subordinate goals or Shared Values

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Kenichi Ohmae

Head of McKinsey and Co.

Mind of the Strategist (1975 )

Not analytical but more of a creative art.

Combination of intuition and flexibility

1982 Tom Peters and Robert Waterman InSearch of Excellence response toOhmaes book.

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In Search for Excellence

62 companies and 6 performancecriteria

Must be above 50% in 4 out of 6criteria

43 companies passed

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Eight keys to succeed:

1. Customer focus

2. Action-oriented

3. Entrepreneurship4. Simplicity

5.

Stick to what the company knows best6. Value-oriented management

7. People-oriented

8. Centralize and decentralize

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1994 J. Rehfeld

Importance of transformationof knowledge from various

cultures to a management styleto compete globally

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THE COMPETITIVE EDGE

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Gary Hamel and C.K. Prahald

Strategic Architecture Concept

Core Competency

What the company has or can do betterthan its competitor

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Dave Packard and Bill Hewlett

Management by Walking Around (MBWA)

Strategic Relationship base with key people

Popularized in 1985 by the book of TomPeters and Nancy Austin

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3Gs originated from Honda

Genba (Actual Place)

Genbutsu (Actual Thing)

Genjitsu (Actual Situation)

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Michael Porter

Five Forces Analysis (togain sustainable

competitive advantage) Generic Strategies

Value Chain

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John Kay (1993)

Improved value chain

Adding value

Companies should havethree capabilities

Innovation

Reputation

Organizational Structure

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Al Ries and Jack Trout (1979)

Positioning Theory

Positioning: TheBattle for YourMind

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Jay Barney (1992)

Strategy is aproduct of

resources

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Michael Hammer andJames Champy

Reengineering

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Richard Lester (1989)

Simultaneous continuous improvements incost, quality, service and product

innovation Breaking down organizational barriers

between departments

Eliminating layers of management tomake it learner and simpler

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Richard Lester (1989)

Closer relationship with customers andsuppliers

Intelligent use of new technologyGlobal focus

Improving human resource skill

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Quality ImprovementTechniques

W. Edwards Deming, Joseph Juran,A. Kearney, Phillip Crosby, Armand

FeignbaumTQM

Continuous Improvement

Lean Manufacturing

Six Sigma

Return on Quality

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Customer Service

James Heskett (1988),Earl Sasser (1995),William Davidow, Len

Schlesinger, A.Paraugman (1988),Len Berry, Jane

Kingman-Brundage,Christopher Hart andChristopher Lovelock

Fishbone Diagramming

Service Charting

Total Customer Service

(TCS) Service Profit Chain

Service Gap Analysis

Service Encounter Strategic Service Vision

Service Mapping

Service Teams

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Process Management

Product Quality Management

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Carl Sewell, FrederickReicheld, C. Gronros and

Earl Sasser

Loyalty effect customer, employee,supplier, distributor, shareholder

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James Gilmore andJoseph Pine

Mass customizationconcept

The Experience Economy

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Bernd Schmitt

Customer experiencemanagement

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James Collin and Jerry Poras

core values

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Arie De Geus

4 company traits

Sensitivity to the business

environment

Cohesion and Identity

Tolerance and DecentralizationConservative Financing

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Jordan Lewis

Alliance strategies

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MILITARY THEORIES

The Art of War by Sun Tzu

On War by Von Clausewitz

The Little Red Book by Mao Tse Tung Business War Games by Barrie James

(1984)

Marketing Welfare by Al Ries and JackTrout (1986)

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MILITARY THEORIES

Leadership Secrets of Attila the Hun byWess Roberts (1987)

Philip Kotler marketing warfare strategy Moore ecological model of competition

(1993)