Japanese Managment by SARATH G
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Transcript of Japanese Managment by SARATH G
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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.
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WORKERS CHARACTERISTICS AND
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WORKERS CHARACTERISTICS AND
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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WORKERS CHARACTERISTICS AND
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WORKERS CHARACTERISTICS AND
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.
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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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MANAGEMENT COMPETITIVE FOCUS
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.
MANAGEMENT COMPETITIVE FOCUS
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MANAGEMENT COMPETITIVE FOCUS
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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