Japanesh Management

7/27/2019 Japanesh Management

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Japanese management


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Comparisons of Japanese, U.S., and Chinese planning

Japanese management U.S.management Chinese management

Collective decision

making(ringi) withconsensus

Individual decision making Decision making by

committees, at the to topoften individual

Involvement of many

people in preparing and

making the decision

Involvement of a few people

in making the decision and

selling it to the persons with

divergent values

Top-down participation at

lower levels

Flow of critical decisions

from top to bottom and

back to top: flow of non

critical decisions often

from bottom to top

Decisions imitated at the

top, flowing down

Top-down initiated at the

top

Slow decision making:

fast implementation of

the decision

Fast decision making: slow

implementation requiring

compromise, often resulting

in suboptimal

Slow decision making

slow implementation (but

now changes are taking

place.)


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Comparisons of Japanese, U.S., and Chinese organizing

Japanese management U.S.management Chinese management

Collective responsibility

and accountability

Individual responsibility

and accountability

Collective and individual

responsibility

Ambiguous decision

responsibility

Clear and specific

decision responsibility

Attempts to introduce

the factory responsibility

system

Informal organization

structure

Formal, bureaucratic

organization structure

Formal, bureaucratic

organization structure

Well-known common

organization culture and

philosophy; competitive

spirit toward other

enterprises

Lack of common

organization culture;

identification with

profession rather than

with company

Identification with the

company but no

competitive spirit


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Comparisons of Japanese, U.S., and Chinese staffing

Japanese management U.S. management Chinese management

Young people hired out

of school; hardly any

mobility of people

among companies

People hired out of schools

and from other companies;

frequent company changes

Most hired from school;

fewer from other companies

Slow promotion through

the ranks

Rapid advancement highly

desired and demanded

Slow promotion but regular

salary increases

Performance appraisalOnce or twice a year

common

Comprehensiveperformance evaluation,

usually once a year

Performance usually once ayear

Appraisal of long term

performance

Appraisal of short-term

results

5 years plan; otherwise short-

term targets

Training anddevelopment considered

a long-term investment

Training and developmentundertaken with hesitation

(employee may switch to

another firm)

Training programs available;state exam administered for

managers

Lifetime employment

common in companies

Job insecurity prevailing Job security: virtually

lifetime employment


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Comparisons of Japanese, U.S., and Chinese leading

Japanese management U.S. management Chinese management

Leader acting as a social

facilitator and group

Leader acting Leader acting as the head of

the group(committee)Paternalistic style Directive

style(strong,firm,

determined)

Directive style (parent child

relations, in transactional

analysis terms

Common values

facilitating cooperation

Often divergent values;

individualismsometimes hindering

cooperation

Common values; emphasis on

harmony

Avoidance of

confrontation, sometimes

leading to ambiguities;emphasis on harmony

Face-to-face

confrontation common;

emphasis on clarity

Avoidance of confrontation

Critical communication

top-down and bottom up;

noncritical communication

often bottom up

Communication

primarily top-down

Communication top-down


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Comparisons of Japanese, U.S., and Chinese controlling

Japanese

management

U.S. management Chinese management

Control by peers Control by supervisor Control by group

leader(supervisor)

Control focus on

group performance

Control focus on

individualperformance

Primary control focus

on groups but alsofocus on individual

Saving face Fixing blame Trying to save face

Extensive use of

quality control circles

Limited use of


Limited use of



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What is Kaizen?

Kaizen means "improvement". Kaizen strategy calls for never-ending efforts forimprovement involving everyone in the organization managers and workersalike.

Kaizen and Management

Management has two major components:

1. maintenance, and

2. improvement.

The objective of the maintenance function is to maintain current technological,

managerial, and operating standards. The improvement function is aimed atimproving current standards.

maintenance function, the management must first establish policies, rules,directives and standard operating procedures (SOPs) and then work towardsensuring that everybody follows SOP. The latter is achieved through acombination of discipline and human resource development measures.

the improvement function, management works continuously towards revisingthe current standards, once they have been mastered, and establishing higherones. Improvement can be broken down between innovation and Kaizen.Innovation involves a drastic improvement in the existing process and requireslarge investments. Kaizen signifies small improvements as a result of

coordinated continuous efforts by all employees.

Th K K i P ti


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The Key Kaizen Practices Customer orientation

Quality control circles

Suggestion system

Discipline in the work place

Small group activities

Cooperative labor-management relations

Total quality control

Quality improvement

Automation and robotics

Autonomation

Kanban: the Japanese name for a Just-in-time inventory system, a

system in which inventory items arrive when they're needed in theproduction process instead of being stored in stock.

Just-in-time

Productivity improvement

New product development


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One of the prominent features of Japanese management is thepractice of permanent employment (shushin koyo). Permanentemployment

Another unique aspect of Japanese management is the system of

promotion and reward. An important criterion is seniority.Seniority is determined by the year an employee's class entersthe company

Japanese managerial style and decision making in large

companies emphasizes the flow of information and initiativefrom the bottom up, making top management a facilitator ratherthan the source of authority, while middle management is boththe impetus for and the shaper of policy. Consensus is stressedas a way of arriving at decisions, and close attention is paid toworkers' well-being. Rather than serve as an important decisionmaker, the ranking officer of a company has the responsibilityof maintaining harmony so that employees can work together. AJapanese chief executive officer is a consensus builder.


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Japanesh Management

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