japanese managment by sarath g

8/9/2019 Japanese Managment by SARATH G

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www.mecmsnimt.ning.com


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TOKYO CITY



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1945 HIROSHIMA & NAGASAKHI

BOMB BLAST PICTURE



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MEANING OF MANAGEMENT

LOUIS.E.BOONE AND DAVID: The use of people

and other resources to accomplish objectives.

MARY PARKER: The act of getting things done

through people.



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MANAGEMENT PROCESS

INPUT PROCESS OUTPUT

Planning

Organizing

Staffing

Leading

Controlling

AttainmentOrganizational goals

LandLaborCapitalOrganizer



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PLANNING PRACTICES IN JAPAN

Japanese management is famous in the west, generally limitedto Japans large corporation.

Japanese economy provide their workers excellent salaries,

working conditions and secure employment.

Qualification for employment is limited to men and few women

graduate from the top 30 colleges and universities in Japan.

Companies provide their own training and give more

preference to the excellent trainees.



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The Japanese government provide job on the basis ofcompetitive examination but it became less competitive with agradual decrease in the number of candidates.

Major feature of Japanese management is the practice of

permanent employment. (Shushing koyo)

Permanent employment covers the minority of the work force thatwork for the major companies.

Employees are not dismissed rapidly, except for serious

breaches of ethics.

Another unique aspect is the system of promotion and reward.



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Compensation for young workers is very low.

Members graduated in the same class start with same salary andincreases promotion are generally uniform. this is for avoiding stressand jealous within the groups.

Another aspect is the companies union, which most regularcompany employees are obliged to join.

Japanese managerial style and decision making in large companiesemphasizes the flow of information and initiative from the bottom

up, making top management a facilitator (easier) rather than thesource of authority, while middle management is for the shaper ofpolicy.



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A Japanese chief executive officer is a consensus builder.

The workers do not have a separate skill identification outside of the company.

Consensus (general agreement) is stressed as a way of arriving at decision, rather than serve as an important decision maker.

A few selected persons can attain a job in such companies.

Promotion and reward is based on seniority.

JAPAN

The geography of Japan, its lack of indigenous resources, isolation from the Asian landmark, have contributed to their resourcefulness and hard workingnature.

Loyalty to the king is translated to loyalty to the superior of the organization.

Western concept of Statistical Quality Control (SQC) is changed to Total Quality Management (TQM) by Japan.

There philosophy is:

National service through industry

Fairness

Harmony and cooperation

Struggle for betterment

Courtesy and humility

Adjustment and assimilation.



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JAPAN

The geography of Japan, its lack of indigenous resources,isolation from the Asian landmark, have contributed to their

resourcefulness and hard working nature. Loyalty to the king is translated to loyalty to the superior of the

organization.

Western concept of Statistical Quality Control (SQC) ischanged to Total Quality Management (TQM) by Japan.

There philosophy is:

National service through industry

FairnessHarmony and cooperation

Struggle for betterment

Courtesy and humility

Adjustment and assimilation.



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JAPANESE MANAGEMENT

JAPANESE ORGANISATION. (CHARACTERISTICS)

SCIENTIFIC SELECTION PROCESS

LIFETIME EMPLOYMENT

SENIORITY SYSTEM

CONTINUOUS TRAINING

EMPHASIS ON GROUP WORK

DECISION MAKING

COMPLICATED PERFORMANCE EVALUATION

FATHER LEADERSHIP

GOOD BENEFITS FOR EMPLOYEES

SIMPLE AND FLEXIBLE ORGANIZATION



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1 ) SCIENTIFIC SELECTION PROCESS

Few Japanese attend graduate school and graduate

training in business but percentage is rare because

there are only 30 top business colleges who gain

admission and study in that colleges only those studenthave the chance to work in large company. That large

company conduct competitive examination. Those

student passed the examination they can gain jobs but

company provide their own training.



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2) LIFE TIME EMPLOYMENT

Lifetime employment refers to recruitment ofemployees immediately upon graduation

generation of employment until retirement, and

mandatory retirement. Though there is no formal

contract, employers and employees have an

unwritten mutual understanding regarding their

expectation about the job. Under lifetime

employment an employee spends his entireworking life with a single enterprise. This helps

generate a feeling of job security in the employee

and a feeling of belongingness towards the

enterprise



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3) SENIORITY SYSTEM

This concept is closely related to the

concept of lifetime employment companies

following this concept, provide privileges to older

employees who have been with it for a long time.Promotion and wage increases are based on

employees length of service in the company, not

job performance.



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5) EMPHASIS ON GROUP WORK

In most Japanese organizations, a task is not

assigned to an individual; instead several tasks

are assigned to a group, which consists of a

small number of people are treated like familymembers. Kaisha means my or ones company

the community to which one belongs and which

is an important part of ones life. probably this

is the reason why employees take great pride

in their company and its success.



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6) DECISION-MAKING

The practice of managerial decision-making in Japan is

built on the concept that change and new ideas shouldcome primarily from personnel belonging to lower levels

in the hierarchy. Thus in Japan lower level employees

prepare proposals for higher-level personnel. The ringi

system refers to decision-making by consensus. The

word ringi consists of two parts rin which means

submitting a proposal to ones superior and getting his

approval, and gi meaning deliberations and decisions.



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7) COMPLICATED PERFORMANCEEVALUATION.

When job description are not well definedand when tasks are performed by groups, itbecomes difficult to evaluate individual job

performance objectively. The evaluation of workersand managers in Japanese corporations takes avery long time up to ten years and requires the useof qualitative and quantitative information aboutperformance.



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8) FATHER LEADERSHIP

As a kacho ,the task of a leader is not

only to supervise his people at work, but also to

show fatherly concern for their subordinates

private life. Since, promotion is based on

seniority, it is not easy to move on to a kacho

position. Sufficient training and experience are

essential for an individual to be promoted to thisposition.


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9) GOOD BENEFITS FOR EMPLOYEES

Japanese companies provide substantial benefits

to their employees are provided benefits such asfamily housing and transportation allowances. Some

companies also provide bachelor accommodation,

scholarships for employees children, and low-

interest housing loans. Salary enhancementsbecome rapid after about seven years of

employment with the firm. Since the seniority-based

wage system assumes that the longer theexperience, the more valuable the employee.


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10) SIMPLE AND FLEXIBLE

ORGANIZATION

In Japanese firms, very often people are

trained to be generalists. For this reason, the

organization structure in Japan is relatively

simple flexible, and it possible for people to take

up a new challenge or a new task by forming a

new formal or informal group. Informalorganization wield considerable power in formal

organization


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JAPANESE

v/s

INDIAN MANAGEMENT



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JAPANESE MANAGEMENT

PLANNING

Long term orientation

Collective decision making with consensus

Involvement of many people in preparing and

making the decision

Decisions flow bottom to top

Slow decision making and fast implementation

of the decision



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STAFFING

Young people hired out of school; hardly anymobility of people among companies

Slow promotion through the ranks

Loyalty to the company Very infrequent performance evaluation for new

employees

Promotion base on multiple criteria



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LEADING

Leader acting as a social facilitator and groupmember.

Paternalistic style

Common values facilitating cooperation Bottom-up communication



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CONTROLLING

Control by peers Control focus on group performance

Saving face

Extensive use of quality control circles. The study of Japanese and Indian management,

the Japanese management is gaining importance

because it deals with the process of planning,

organizing, staffing, leading and controlling is

better than Indian management.



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The study of Japanese and Indian

management, the Japanese management is

gaining importance because it deals with theprocess of planning, organizing, staffing,

leading and controlling is better than Indian

management.


WORKERS CHARACTERISTICS AND


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ATTITUDES.

CHARACTERISTICSTYPICAL JAPANESE

Self image Belong to a group. Okay to show feelingsand weakness.

Nationalism and

Image of Race.

Strong sense of nationalism based on asingle superior race.

Education. Rigorous system through high school.

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ATTITUDES.

Respect for authority. Substantial.

Attitude towards work. Live to work. Self sacrifice,highly self disciplined.

Attitude towards work place,property, environment.

Everyones job to keep it clean.respect property of others.

LoyaltyLoyal to the company. companyfirst, individual and familysecond.


MANAGEMENT POLICIES AND


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MANAGEMENT POLICIES AND

ATTITUDES TOWARDS

WORKERS

POLICY OR

ATTITUDE.

TYPICAL JAPANESE.

Workers suggestions Way to achieve continuous

improvement (kaizen)

employment Lifetime. Paternalistic. No layoff.

Managersaccessibility.

Accessibility to workers. Wear sameuniform. Open office policy in plant.

MANAGEMENT COMPETITIVE FOCUS


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AND POLICIES.

POLICY AREAS TYPICAL JAPANESE

Overall focus Long range focus on competitivestrategy.

Operating strategy Continues improvement(kaizen)

Quality control TQC. Seek perfection. Zero

deffects.Use as strategic weapons.



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AND POLICIES

Equipment Design in house to maintain technological

leadership. Used, but not abused. Replaceparts before they break.

Union Company. Emphasize cooperation. Promote

team approach. no strike policy.

Production Small focused plants. Work performed insequential order to remove inconsistency

according to program work sheets.

Vendors Long term partnership. Have co destiny. Fewdeliveries, few vendors.

MANAGEMENT ACCOUNTING AND


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MANAGEMENT ACCOUNTING AND

CONTROLPolicy Area Typical Japanese

Planning andcontrolling.

Bottom up. Goal setting and feedback. Worker involvement. nearfanatical commitment to four stepsplans, do check action approach.

Cost Long run plant wide life cycle costs.

Investment justification. Long term perspective. Emphasison growth, increasing marketshare,flexibility,customer needs.



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japanese managment by sarath g

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