“japanese Style Of Management”
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“Japanese Style of Management” Presented by: Nikhil Agrawal Aastha Singh Divya Srivastava Pawan Kumar Nidhi Srivastava Tapan Yadav Richa Srivastava Nishant Srivastava
Roll no - 101 Roll no.- 102 Roll no. - 103 Roll no. - 105 Roll no. - 106 Roll no. - 107 Roll no.- 108 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 & U.S. workers are for the most part The workers relationship within the US 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.
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.
Attitude toward work-place, property and environment.
Everyone's job to keep it clean. Respect property of others.
Loyalty.
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 interorganization 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 Core Value
Japan Relationship
US Objective/Task
Identity
Unit/Group
Individualistic
Logic
Contextual
Linear
Communications
Ambiguous
Direct
あなたに 感謝しなさ い
“Thank You”
Roll no - 101 Roll no.- 102 Roll no. - 103 Roll no. - 105 Roll no. - 106 Roll no. - 107 Roll no.- 108 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 & U.S. workers are for the most part The workers relationship within the US 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.
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.
Attitude toward work-place, property and environment.
Everyone's job to keep it clean. Respect property of others.
Loyalty.
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 interorganization 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 Core Value
Japan Relationship
US Objective/Task
Identity
Unit/Group
Individualistic
Logic
Contextual
Linear
Communications
Ambiguous
Direct
あなたに 感謝しなさ い
“Thank You”
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