Management in Japan, like in any other country, reflects its historical features, culture and social psychology. It is directly related to the socio-economic structure of the country. Japanese methods management are largely different from American and Russian, because:
Japanese management is based on collectivism, the use of all moral and psychological levers of influence on the individual. First of all, this is a sense of duty to the team, which in the Japanese mentality is almost identical to a sense of shame;
The main subject of management in Japan is labor resources. The goal set by the Japanese manager is to increase the efficiency of the enterprise, mainly by increasing the productivity of employees.
According to the Japanese management specialist H. Yoshihara, the following basic principles of Japanese management can be distinguished:
1) job security and the creation of an atmosphere of trust;
2) publicity and values of the corporation;
3) management based on information;
4) quality-oriented management;
5) maintaining cleanliness and order.
In general, Japanese management is distinguished by an emphasis on improving human relations: coherence, group orientation, employee morale, employment stability, and harmonization of relations between workers and managers.
Control system
Management control in Japanese enterprises is carried out not by adopting certain directives, as is customary in traditional management, but by providing assistance and identifying weak links in the production process, i.e. control is not associated with the "detection - punishment" model, but with the "check - help" model.
To maintain discipline and improve the quality of work, Japanese management relies more on rewards than on punishment. Rewards are given for useful suggestions, for saving lives in accidents, for outstanding results in training courses, for the excellent performance of duties and for dedication to his work as a model for colleagues. These rewards are different types: certificates, gifts or money and additional leave.
Punishments are divided into reprimands, fines and dismissals. Dismissal is allowed in cases of theft, acceptance of bribes, sabotage, cruelty, deliberate disobedience to the instructions of elders. Japanese managers are extremely reluctant to resort to punitive measures. In contrast to the tactics of intimidation with punishment, Japanese management pays special attention to the self-consciousness of workers and therefore uses the tactics of slogans to increase discipline.
This position is quite understandable: on the one hand, each subordinate is an individual and has the right to make a mistake, on the other hand, a correct personnel policy when hiring will not allow an unscrupulous employee to enter the company, since the one who hired him is fully responsible for him.
Human resources management
Japanese corporations manage their employees in such a way that the latter work as efficiently as possible. To achieve this goal, Japanese corporations use American personnel management techniques, including effective payroll systems, analysis of the organization of labor and jobs, performance appraisals, etc.
However, there is also big difference between American and Japanese government labor resources:
1. Japanese corporations make greater use of the loyalty of their employees to the company.
Both senior officials and ordinary performers consider themselves representatives of the corporation. In Japan, every worker is convinced that he is an important and necessary person for his company - this is one of the manifestations of identification with the company. Another manifestation is that a Japanese worker, in response to a question about his occupation, names the company where he works. Many employees rarely take days off and often underutilize their paid holidays because they believe it is their duty to work when the company needs it, thus showing their commitment to the company. Theoretically, the longer a person works in an organization, the stronger his self-identification with it should be.
2. Japanese corporations guarantee jobs for their employees and use a seniority-based reward system to prevent an employee from leaving for another firm. An employee who transfers to another company loses his seniority and starts all over again.
Employment in Japan is of particular importance. It is not only a matter of contract between employer and employee. It has emotional and moral overtones. Japanese workers work methodically and devotedly, they are punctual, perhaps only a little relaxation in the last half hour of work. Japanese workers have a natural love of cleanliness and elegance, they have a highly developed sense of duty, take pride in their craftsmanship, derive great satisfaction from a job well done, and feel unhappy if they fail.
Lifetime employment in Japan is not legal law. His statement is a tribute to a tradition that may have originated in the primitive community and received its finished form in Japanese feudal society. The firm is morally obligated to take care of its employee until retirement. Japanese managers believe that people are the greatest asset.
3. Management values most of all such qualities of employees as mutual trust, cooperation, harmony and full support in solving the problems facing the group.
Individual responsibility and individual performance of work are deliberately obscured. The goals are to improve group performance and strengthen group solidarity. Thus, Japanese management always thinks from the position of the group. The group is responsible for the success of the case as well as for the failures. Therefore, individual workers are rarely reproached for failures, especially if they are creative failures or associated with risky ventures.
4. The system of group decision-making Ringi.
Subordinates formulate their proposals and pass them on interested persons. After the group discussion put general tasks, each worker defines his own and proceeds to implement them. If it is noticed that a subordinate is not able to control the situation, the middle manager will intervene and will personally exercise leadership. Such an attitude inspires confidence that personal failures and mistakes - in general, do not matter, the elder will always help to get out of a difficult situation. Thus, the emphasis is not on avoiding failure, but on achieving a positive result.
5. Managers in Japan constantly explain the goals and policies of the company to their workers, who are free to express their opinion on this matter.
Workers have Free access to the administration, since the success of the firm is their success.
Quality management system
The historical prerequisites for quality management were the nationwide movement "For the absence of shortcomings", which grew into complex method quality management. This movement had a significant impact not only on the quality of goods, but also on the awareness of the responsibility of each worker for the quality of the work performed, developing in them a sense of self-control.
Initially, the quality control and management system was based on quality circles. According to the founder and theorist of quality management in Japan, I. Kaoru, in order to organize quality circles, managers need to follow the following principles:
voluntariness;
self-development;
group activity;
application of quality management methods;
relationship with the workplace;
business activity;
mutual development;
atmosphere of innovation and creative search;
universal participation in end result;
awareness of the importance of improving product quality.
Since 1951, the W.E. Deming, one of the founders of quality management in Japan.
Trade unions in Japan
Since trade unions in Japan are not divided by occupation, but are unions of workers in one firm, they share management values such as productivity, profitability, and growth. However, this does not mean that the trade unions are servile: they retain their independence, they constantly monitor proper observance of all agreed norms, and the management of the enterprise perceives the trade union as a legitimate intermediary between management and workers in matters of wages.
The unions are fully aware that the only way workers can improve their standard of living is by increasing productivity, so they solve any problems that arise through cooperation. Trade unions in Japan are constantly looking for ways and means to improve the lives of workers without harming the firm. They understand that the living conditions of workers ultimately depend on the prosperity of the firm.
It should be noted that the significance, resources and power of management are not comparable with the resources of trade unions. But union leaders and management share two basic assumptions: first, the prosperity of the firm creates the conditions for solving other problems, and second, hatred of each other does not benefit anyone.
In general, there are fewer complaints and claims against management in Japan for two main reasons: firstly, the Japanese worker does not feel oppressed, and secondly, he considers his work to be more important than rights or beliefs. The origins of this lie in the fact that the managers of Japanese firms pay great attention to the well-being of their workers, which naturally increases their confidence in both management and trade unions.
* this work is not scientific work, is not a final qualifying work and is the result of processing, structuring and formatting collected information, intended for use as a source of material for self-preparation of educational work.
Introduction
1. Japanese management methods
1.1. Philosophy of Japanese Management
1.2. Management control system
1.3. Human resources management
Conclusion
Bibliography
Introduction.
Everyone knows that Japan is recent decades is one of the leading economic powers, being the second largest national economic power in the world. Japan also has a significant impact on the development of the economy and politics in Asia and other countries, thus indirectly influencing US relations with other countries.
In the 1970s - 1980s, Japan was recognized as the most competitive country in the world.
The events of the 1990s demonstrated the inherent ability of competition based on best models, which often led to the fact that by copying each other's achievements, all companies in the industry were drawn into competition, and the successes of some were leveled by the loss of others, which led to lower prices and profitability.
Strategy is the weak link Japanese management. The strategy is based on choosing a unique position, which involves offering a set of values that is different from competitors. Watching Japan's current difficulties, many American politicians and businessmen have already begun to celebrate the victory. Japan is perceived today as a country that has not kept pace with new trends in the economy, hit by a financial crisis. Japanese companies are no longer treated with fear and respect, assuming they are incapable of innovation, and suffering from rigid, inflexible management practices and lifetime employment systems that hinder change.
In the future, Japanese companies will be able to compete successfully in new areas. The bulk of "traditional" Japanese companies also realized the need for a new approach to competition.
1. Japanese management methods.
Japanese management methods are fundamentally different from European and American ones. This does not mean that the Japanese govern more effectively. Rather, it can be said that the basic principles of Japanese and European governance lie on different planes, with very few points of intersection.
What is the difference between the Japanese method of management and the methods used in most countries of the world in Europe and America?
First of all, its focus: the main subject of management in Japan are labor resources. The goal set by the Japanese manager is to increase the efficiency of the enterprise, mainly by increasing the productivity of employees. Meanwhile, in European and American management, the main goal is to maximize profit, that is, to obtain the greatest benefit with the least effort. There is a clear difference in emphasis.
According to Japanese management specialist Hideki Yoshikara, there are six characteristic features of management.
1. Job security and creating an environment of trust.
Such guarantees lead to workforce stability and reduce staff turnover. Stability serves as an incentive for workers and employees, it strengthens the sense of corporate community, harmonizes the relationship of ordinary employees with management. Freed from the oppressive threat of layoffs and with a real opportunity to advance vertically, workers are motivated to strengthen their sense of community with the company. Stability also contributes to the improvement of relations between employees of the managerial level and ordinary workers, which, according to the Japanese, is absolutely necessary for managerial resources, on the one hand, and the conscious direction of the vector of their activity towards goals more significant than maintaining discipline. Job security in Japan is provided by a lifetime employment system, a phenomenon that is unique and largely incomprehensible to the European way of thinking.
2. Publicity and values of the corporation.
When all levels of management and workers begin to use common base information about the policies and activities of the firm, an atmosphere of participation and shared responsibility develops, which improves communication and increases productivity. In this regard, meetings and conferences in which engineers and administration workers take part yield significant results.
The Japanese management system also tries to create a common understanding of corporate values for all employees of the company, such as the priority of quality service, services for the consumer, cooperation between workers and administration, cooperation and interaction between departments. Management strives to constantly instill and maintain corporate values at all levels.
3. Management based on information.
Collecting data and using it systematically to improve economic efficiency production and quality characteristics of products are of particular importance. In many firms that assemble TVs, they use an information collection system in which it is possible to identify when the TV went on sale, who was responsible for the health of a particular node. In this way, not only those responsible for the malfunction are identified, but mainly the causes of the malfunction, and measures are taken to prevent this from happening in the future. Managers review revenue lines, output, quality, and gross receipts monthly to see if numbers are meeting targets and to see problems early on.
4. Quality-oriented management.
Presidents of firms and management companies in Japanese enterprises often talk about the need for quality control. When managing the production process main concern- getting accurate quality data. The personal pride of the manager lies in consolidating efforts to control quality and, as a result, in the work of the production site entrusted to him with the highest quality.
5. The constant presence of management in production.
In order to quickly deal with difficulties and to help solve problems as they arise, the Japanese often place management personnel directly on the production premises. As each problem is solved, small innovations are introduced, resulting in an accumulation of additional innovations. In Japan, the system of innovative proposals and quality circles are widely used to promote additional innovation.
6. Maintaining cleanliness and order.
One of the essential factors for the high quality of Japanese goods is cleanliness and order in production. The leaders of Japanese enterprises are trying to establish a procedure that can serve as a guarantee of product quality and can increase productivity through cleanliness and order.
In general, Japanese management notes the emphasis on improving human relations:
Consistency
group orientation
Moral qualities of employees
Employment stability
Harmonization of relations between workers and managers.
1.1 Philosophy of Japanese management.
Modern management methods developed in Japan in the conditions of post-war devastation, which set the leaders the task of restoring social, political and economic life. Under the influence of the American occupation administration, future Japanese managers met with American ideology and business management practices. It was during this period that Japanese business leaders began to comprehend social responsibility for the consequences of their activities.
The leaders of Japanese enterprises carried out their tasks by first applying traditional methods management to new conditions, and then with the help of the theories and methods of American management they learned. They tried not only to creatively apply pre-war experience to new conditions, but also to draw useful lessons, absorb new ideas and thus find a new, Japanese way of development.
As a result, the main features Japanese system management defines a number of concepts that are missing in American model. The most important of these are the system of lifetime employment and the process of collective decision-making.
Japanese society is homogeneous and imbued with the spirit of collectivism. The Japanese always think in terms of groups. A person is aware of himself primarily as a member of the group, and his individuality - as the individuality of a part of the whole.
Another important feature of Japanese management is the concept lifelong learning. The Japanese believe that continuous learning leads to continuous improvement of skills. Each person through continuous learning can improve the performance of their work. This leads to self-development, and the results achieved bring moral satisfaction. On the other hand, the purpose of training is to prepare for more responsible work and career advancement. But, in contrast to the Western approach to management, the Japanese emphasize duty in improving skills without waiting for any material gain. The Japanese are convinced that the improvement of skill itself can bring great satisfaction to a person.
Thus modern Japanese administration acquired a spirit of openness, which made it possible to subjugate technological development solving the problems of life itself. The Japanese system of government can be seen as a synthesis of imported ideas and cultural traditions. Therefore, in order to understand the nature of modern Japanese management thought, it is necessary to touch on some features of the traditional culture of this country.
1.2. Management control system.
To maintain discipline and improve performance, Japanese management relies more on rewards than punishment. Awards are given for helpful suggestions, for saving lives in accidents, for outstanding results in training courses, for excellent performance and for dedication.
These rewards are of various types: certificates, gifts, money, or extra leave.
Penalties are divided into: reprimands, fines and dismissal. Dismissal is allowed in cases of theft, acceptance of bribes, sabotage, deliberate disobedience to the instructions of elders.
Japanese managers are extremely reluctant to resort to punitive measures. In contrast to the tactics of intimidation and punishment, Japanese management pays special attention to the self-consciousness of workers and therefore uses the tactics of slogans to increase discipline.
1.3. Human resource management.
One of the significant features of Japanese management is the management of labor resources. Japanese corporations manage their employees in such a way that the latter work as efficiently as possible. To achieve this goal, Japanese corporations use American personnel management techniques, including effective payroll systems, analysis of the organization of labor and jobs, performance appraisals of employees, and others. Japanese corporations make more use of the loyalty of their employees to the companies. Identification of employees with the corporation creates strong morals and leads to high efficiency. The Japanese management system tends to reinforce this identification by sacrificing it to the interests of the firm.
Employment in Japan is of particular importance. It is not only a matter of contract between employer and employee. It has emotional and moral overtones.
Japanese workers work methodically and devotedly. They are punctual. Japanese workers have a natural love for cleanliness and elegance. They have a very developed sense of duty. They take pride in their craftsmanship. They get great satisfaction from a job well done and feel unhappy if they fail. They don't feel like they're being exploited by the firm. Japanese workers are not forbidden to express pride in their work, as well as to express their loyalty to the firm.
Since the company must function as one close-knit team, the most valued qualities are mutual trust, cooperation, harmony and full support in solving the problems facing the group. Individual responsibility and individual performance of work are deliberately obscured. The goal is to improve group performance and strengthen group solidarity.
Conclusion.
The Japanese system of government is one of the reasons that made possible the rapid development of the Japanese economy in the second half of the 20th century. This system received its final design in the period from the 40s to the 60s of the 20th century, a period when the Japanese economy was in search of ways for its development.
The analysis of Japanese management practices can be characterized as a synthesis of traditional Japanese cultural traits and imported management practices.
"Lifetime Employment", "Group Decision Making", "Quality Control", etc. - these are the main characteristic components of the Japanese system, which have developed under the influence of traditional features, the main of which is "groupism".
In its turn a huge impact The religious principles of Confucianism and Zen Buddhism have had and are exerting on the formation of these traditions.
The synthesis of traditional ethno-cultural features and imported ideas led to the emergence of a kind of Japanese management system. After the Land of the Rising Sun in the mid-60s rapidly ascended the world stage as a highly developed country, in economic sense, countries, economists around the world began to look for the reasons for the success of the Japanese economy. One of the reasons was the Japanese type of management. Most researchers note that the reason for the leading role of Japan in the field of productivity is not mystical secret. There is only one reason for this - good management.
In Japan, a person with his weaknesses and opportunities is placed at the very center of the management concept. Thanks to this, a strictly hierarchical triad of priorities has developed in the Japanese management system - people, finance, technology.
The highest administrative apparatus in Japan has its own, special features. The institution of higher management in Japan originates in the 16th century, and is associated primarily with the emergence of commercial and industrial houses. The first representatives of higher management can be considered hired managers who were engaged in the conduct of all economic affairs. The institution of higher management has developed throughout the history of the development of the Japanese economy, from the period of feudalism to the present day. This development took place against the backdrop of the transformation of commercial and industrial houses feudal japan into the capitalist monopolies of the late 19th century.
In conclusion, I would like to note that in modern period development of international cooperation is the internationalization of management culture, which in turn makes it possible to study and apply the management experience of the leaders of the world economy. Understanding Japanese management methods will undoubtedly help Russian businessmen and economists to better understand the problems of their country's economy, will make it possible to introduce some principles of the Japanese management model in Russian enterprises, which in turn will make it possible to improve the entire production.
Bibliography.
1. Kono T. Strategy and structure of Japanese enterprises. Translation from English Spitsina M.A. 2001
2. Gerchikova I.N. Management. 2006
3. Pshennikov V.V. Japanese management. 2003
4. Sokolov A.I. Japan. Economy and education. 2006
5. Management of firms in Japan. Tutorial. 2000
6. Eddous M. Methods of decision making. 2005
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STATE BUDGET EDUCATIONAL INSTITUTION OF THE CITY OF MOSCOW FOR SECONDARY VOCATIONAL EDUCATION
TECHNOLOGICAL COLLEGE №34
By discipline: "Management"
Specialty 101101 "Hotel service"
On the topic: "Peculiarities of Japanese management"
Performed:
Group student 02-5GS
second year
Avilova E.A.
Teacher:
Markova N.V.
Moscow 2015
Japanese management principles
Japanese management philosophy
Japanese production management methods
Japanese Quality Management Methods
List of Literature Used
Japanese management principles
japanese kanban quality management
Japanese management experts have formulated a number of basic management principles. These include the following:
lifetime employment system;
rotation in a circle (a system of job promotion);
the organization begins with the justification of the goal;
Man is not only a means to an end, man self-goal management;
orientation to the development of the organization;
the philosophy of the firm is obligatory for all;
flexible structure;
group approach;
the position is not related to salary (differentiation is insignificant);
emphasis on training (money - in staff);
product quality is above all;
group responsibility;
the conditions make it work, not the manager;
new young employees clean sheets paper;
respect for the company (family), head (father);
groups are psychologically compatible;
"hooking up" is unacceptable.
Japanese management claims that reliability is determined by three factors: capital, materials and people. They are sources of economic development, but they must be used in combination, and not individually.
The quality of management can only be verified by evaluating how managers use all these resources to achieve certain goals, which, in fact, is the main task of management. The main purpose of management is to link these factors together, but it should be remembered that the most important of them is a person.
As for the labor force, it should be noted the great industriousness of the Japanese people, as well as the popularity and high level public education, which served as significant factors in strengthening management.
Group motivation is the essence of the traditional characteristics of the Japanese manager. There are three main trends here.
1. Lifetime employment.
spirit of cooperation, spirit of harmony;
the life of the employees of the company and outside it is a single whole;
the ability of leaders and the gift of personnel management are valued more highly than just the commercial side of the activity; for the flexibility of the company, small enterprises and branches are created;
used in other jobs, if not suitable, but not fired;
various kinds of compensation, allowances, guaranteed salary.
The firm is viewed as creature”, managers and ordinary workers are part of this “being”, so a part cannot live separately from the company. For these reasons, the collapse of the firm will mean death for both managers and other employees.
Lifetime employment is based on the group consciousness of the Japanese people.
2. Group management.
Managers care about motivating groups of people. It is said that one American works better than one Japanese, and ten Japanese work better than ten Americans.
There is competition between groups, but at the same time cooperation. The responsibility of each group is individual. Such activities in groups as quality circles have become widespread.
3. Management with the help of professional managers.
Most businesses and commercial organizations are in the form of joint-stock companies. One of the features of managers in Japan is that in large enterprises, their owners and managers - different faces. Having a clear advantage in the art of management, hardened in the application of the method " specific situations"susceptible to computers, in the highest degree confident in their ability to solve the most difficult problems, professionally trained people occupy all levels of management.
Japanese management comes from the fact that people want to work and therefore there is a strong belief that:
work is a source of satisfaction;
people try to achieve the goals that are set;
an important role is played by the desire for self-expression, the satisfaction of pride;
people are willing to voluntarily take responsibility;
most people have significant creative abilities;
only part intellectual abilities people are used in enterprises.
This mindset means confidence in positive qualities character of human nature. People want and want to work.
In this regard, an important task of management is to remove obstacles and create conditions for achieving desired by people goals.
Methods of motivating people can be as follows:
1. The range of activities is not limited; promoting an attitude to work that allows the individual to develop a dynamic, future-oriented approach. To achieve this in practice, the work is expressed in terms of goals for a year. There are about five goals, they should be somewhat higher than the abilities of the employee. Goals should be high enough.
2. Delegating work and providing creativity. Tasks are not detailed, completeness of authority is ensured, the employee is not reproached for failures.
3. Observation of work through dialogue. The challenge-response relationship means reciprocity. Challenge means that leaders are the first to take action to prevent difficulties and dangers; the answer means that the leaders as soon as possible solve the problem posed by the subordinates. The manager should not avoid answering pressing questions or delaying the resolution of problems.
4. Activation of connections through personal contacts. The importance of personal contacts, rather than sending orders, is emphasized.
japanese fmanagement philosophy
It consists of a number of starting points.
1. “The activity that we call management requires full dedication, it concentrates human intelligence and experience. A person who has devoted himself to management occupies a very honorable and at the same time responsible position, requiring complete dedication and readiness to make self-sacrifice. The social significance of the manager's role is great.
2. The manager must perfectly understand the goals of his organization, justify its policies and create plans to achieve the goals in such a way that his subordinates work with consciousness dignity and get job satisfaction. The spirit of openness, the ability to quickly transform, discipline and order in the unchanging movement along the path of improvement.
3. The most important task of managers is to implement the responsibility placed by society on modern corporations. To do this, they have to combine different, and sometimes conflicting interests into one whole.
Although the extraction of profit remains the main goal of business activity, it must be clarified that the concept of profit has expanded and transformed into the concept of creating and increasing various benefits.
Thus, the influence of the manager extends directly or indirectly to the whole society.
The Japanese view every person as having economic, social, psychological and spiritual needs. They believe that only when the needs of the individual are fully satisfied by the culture of relations in the corporation, his abilities can be fully used for work, the results of which in most cases are outstanding. The model of "human potential" instills in each employee the consciousness of his usefulness, the need for him to be informed about the company's plans with the opportunity to take the initiative in current affairs.
The most important responsibility of a manager is the ability to unite disparate, possessing creativity workers into a process that would be effective. The image of the sole creator of decisions is rejected.
Thus, the defining features of the Japanese system of government are as follows:
1. The system of lifetime employment, in which people get satisfaction from dependence, determined by close vertical ties in the company, devotion.
2. A corporation is strong in the best parts of its employees. Everyone can contribute.
3. The main task of the manager is to support people in their quest to achieve group corporate goals.
Consider six characteristics of Japanese governance:
1. Job security and creating an environment of trust.
2. The constant presence of top managers in production.
3. Intensive communication between managers and subordinates, i.e. all employees.
4. Publicity and values of the corporation (priority of quality, services for the consumer, internal cooperation).
5. Focus on quality.
6. Treasure the "know-how" of the company. The greatest store of "know-how" in the skill and mind of experienced workers, specialists, managers. To prevent leakage, flowing away of invaluable experience and specific knowledge.
7. System of continuous search for innovations.
These signs are inherent in all large Japanese firms. For example, Toyota, Japan's largest car manufacturer, produces 400 cars a day, about 4 million cars a year. and it is a leader in terms of sales of its products, in terms of net profit, in terms of quality. The reason for all the successes of the company is the system of complex continuous improvement. At first, the search resulted in a simple, but general savings. Then the idea of “eradicating everything superfluous” was born. "Eternal improvement" is one of the main elements of the Japanese system of organization of production.
The Japanese respect those who "give all their strength to the pursuit of victory." Prizes in wrestling are given to those "who tried hard." "Strategy endless improvement» starting a kind of baseline, the pivotal line of Japanese business.
Here is the filigree coherence of all links production process.
Back in the late 1940s, the Japanese abandoned warehouses as a "management nonsense."
The “everything in due time” system has several rules elevated to the rank of law.
One of them says that the team or section themselves accept parts or products from the previous production link, that is, there is an internal workshop acceptance system. This succeeded in psychologically restructuring the staff, forcing them to consider the teams at the next stage of the production chain as buyers who dictate the level of required quality. In other words, the “model of a village artisan” is being revived, who wove each of his baskets to the conscience, because he knew that he would live side by side with his fellow villagers until the end of his days.
In the Japanese version of consumer-oriented business ethics, the concept of marketing is nothing more than taking into account the desires of the consumer; common sense with the consumer; satisfying them on the same level as the producer himself would satisfy his own desires.
The tastes and desires of the consumer must be satisfied without reasoning. The Japanese slogan: "Let products and services speak for themselves" is the company's policy.
The general commercial policy consists of six elements.
1. Foundation, strategic setting - these are the principles of business ethics or the main direction of the company.
2. Long-term goals (for 5 years): profit, market share.
3. Long-term policy -- a strategy, that is, the rules for the long-term allocation of resources -- giving an idea of the future position of the company.
4. The slogan of the year (highlight the tasks of the current year).
5. Goals for each function for the year (purchases, statistics, information).
6. Annual work plans for each function (costs, quality, health protection, production development).
Japanese methodsatproduction management
The trendsetter is Toyota, which develops and implements the Kanban system.
Japanese managers teach 9 lessons of a simple approach to production management. Japanese manufacturers have rejected complex control recipes, their approach is to simplify problems, not to find complex solutions.
The Japanese management system can be divided into two main groups of methods. The first refers to the problem of business efficiency, the second - to the problem of product quality.
The first part is aimed at increasing the efficiency of production and is known as the "kanban" - "just in time" system. It is directly related to material costs and affects all aspects of the company's activities. The kanban system also has a partial impact on product quality. Both groups of methods are closely intertwined. Consider a just-in-time system.
First lesson. Management technology is a transportable commodity. The secret of success lies in efficient inventory management. The benefits, as it may seem at first glance, are insignificant. They boil down to some of the savings in inventory costs that come from making and stocking the smallest batches of parts.
The Japanese found that the main benefits came from improved product quality, increased worker motivation, and increased productivity.
Here's how it goes. The worker receives one piece each. If it is not suitable, he immediately brings it to the previous worker, who finds out the reason and eliminates the shortcomings. Thus, mutual assistance is provided. The Japanese control mechanism uses specific national traits Japanese people: diligence, thrift, dedication to business, firm, susceptibility to innovation, high educational level.
Lesson two. Just-in-time production allows you to identify problems that are otherwise invisible due to excess inventory and excess personnel.
The concept of "just in time" is at the heart of the production management system. The idea is simple: to produce and deliver finished products just in time for their implementation, component parts - for the time of assembly of products, individual parts - for the time of assembly of units, materials - for the time of manufacture of parts.
"Kanban" is purely Japanese and means "card" or visual recording system. Kanban is an advanced system used by Toyota in which an order for the manufacture of parts is entered on a special card.
The Kanban system provides for the release of products in small batches, reducing the time for changeovers of equipment and fixtures, reducing the cost of shipping, delivery, receipt (one-day deliveries are made by phone orders, several times a day in small batches), the complete rejection of any stocks.
The presence of large batches of components and parts hides the causes of defects and defects. When the size of the parties is reduced, the reasons for the marriage are exposed.
It is worth providing proper visibility - and everyone will strive to choose the right course. Here, the technique of "pulling" parts and assemblies is used, as opposed to the practice of "pushing out".
The effectiveness of a just-in-time system is determined by a number of factors. Firstly, the increase in production efficiency is ensured by reducing stocks, waste and indirect costs, and the direct labor costs for rework are reduced. In addition, the need for storage facilities, equipment, mechanisms, labor, the cost of transporting goods, the need for control and accounting, and information processing are reduced. Management costs are reduced.
Secondly, additional benefits are derived from studying the market situation and forecasting its changes, related to the size of purchases and deliveries, delivery times, etc.
Thirdly, the constant repetition of the cycle (reducing stocks, improving quality, increasing productivity, etc.) ultimately means that goods become cheaper and of higher quality.
Fourth, the pricing tactics of Japanese firms is to focus on low profit margins. Low costs and a low rate of return lead to reasonable prices, which allows more and more new contracts to be concluded, and this entails the development of production and stimulates the growth of output. Gross margin is high due to increased sales volume.
The second lesson can be formulated as follows: avoid excesses, waste, unevenness.
Lesson three. Quality begins with the organization of production. It is essential that all personnel in the company develop the habit of improving quality. The challenge is to do everything right at once. The responsibility rests with the manufacturers themselves. This is basic principle Japanese approach.
It is based on the following provisions:
mass training of personnel;
organization of quality circles;
goal setting, habit of improvement, and striving for excellence.
Workers are given the right to stop the conveyor line (using yellow and red signals).
Principles Contributing further increase qualities:
production in small batches;
order in the workplace;
planned underload;
daily check of equipment condition.
“Quality first” is not just a slogan, but a strategy for organizing production and all personnel from top to bottom.
Lesson four. Cultural differences nations are not an obstacle.
The application of the method contributes to a change in the attitude of workers to work and managers to their activities.
Lesson five. "Strive for simplifications, and goods will overflow the record." Meaning:
simplify the production structure of the enterprise, break down the boundaries between technologically specialized workshops.
Lesson six. Flexibility opens the door to success. The flexibility of production, its rapid adaptability to market conditions is the foundation of the situation.
Hence - the release of mixed models, the flexible use of highly skilled labor (diversified workers). Flexible use of labor is the key to good governance resources.
Lesson seven. Do not take too much cargo at once: it is better to make several trips ( we are talking on the purchase of materials, cost reduction, exact observance of the volume, terms of delivery and delivery of goods). Japanese buyers seek one supplier of one product.
Single Source Buying: A firm with 60% of its supply destined for one buyer will do its best to please the partner so that it does not deal with other firms. Another wording: force your suppliers to deliver daily or more often.
Lesson eight. Great emphasis on self-improvement. Fewer programs, less intervention from specialists. Quality circles are combined with the acquisition of related professions by workers and the rotation of workers and managers.
The Japanese did not discover anything new and did not make any amendments to the old ideas about line and staff personnel. They simply stick to the desire to help line managers and workers improve their performance.
Therefore, production personnel are trained and trained in such a way as to make them experts in their field and move it in time so that workers can improve themselves. They do everything according to science. And again the same idea is emphasized: the firm does not need large numbers programs implemented or managed by specialists, production managers and workers can handle themselves.
Lesson nine. Simplicity is natural state. The desire to de-bureaucratize, to eliminate excessive paperwork where verbal orders and telephone conversations can be dispensed with, and the rejection of unnecessary administrative links.
The simplicity of the Japanese system does not tolerate redundant organs and bureaucratic red tape. The Japanese are increasingly resorting to simple and clear solutions. The main motto: simplify and reduce.
Of no small importance is the timing of change - it is symbolic that in Toyota this system was born during a real crisis, under the threat of bankruptcy.
Japanesemethodsquality management
These methods are detailed in the book of the same name by a prominent Japanese specialist, Kaoru Ishikawa, president of the Institute of Technology in Tokyo.
One Japanese manager said: “Many foreigners visiting our company are surprised how we, using the same technology, equipment and raw materials as in Europe and the USA, achieve a higher level of quality. They don’t understand that it’s not the machines that give quality, but the people.”
With this he gave one of the best explanations for the stability of the Japanese economy.
Can be explained in different ways economic achievements in Japan, but in the end, human potential must come first.
Japanese managers have somehow discovered the secret of harnessing the energy of people and using their reserves with more efficient than anyone else. To a large extent, this was facilitated by the quality management system.
AT Japanese there are several words that are close in meaning to "management" - "keye", "kan-ri", "kansei", "tosei", similar to the concept of "management", which in general view implies the need to set a goal, set a goal and find a way to achieve it. effective achievement and decision. Management came to Japan from the West, but here it has its own specifics associated with national traditions and the conditions of cultural development.
How to carry out quality management?
It is necessary to follow the formula: "plan - do - check - act." This is called the "circle of control" which helps to move in the right direction. It consists of 6 sectors, i.e., six sets of measures are expected:
1. Definition of goals and objectives.
2. Determination of ways to achieve goals.
3. Education and training.
4. Performance of work.
5. Checking the results of the work performed.
6. Implementation of appropriate control actions.
What hinders management and improvement?
As a rule, it's all about people, in particular, their wrong position. These include:
1. Passive senior managers, their desire to evade responsibility.
2. Those who believe that everything is fine and there are no problems.
3. Those who consider their firm to be the best.
4. Relying on their meager experience, considering that the most better ways to achieve the goals are those that are well known to them.
5. Those who think only of themselves or their unit.
6. Who does not want to listen to the opinions of others.
7. Who by any means seeks to advance and cares only about their own well-being.
8. Despair, jealousy, envy.
9. Those who turn a blind eye to external world to what is happening outside their immediate environment.
Combating such harmful attitudes requires conviction, a spirit of cooperation, enthusiasm and a desire for innovation.
What is quality assurance?
This means guaranteeing a level of product quality that allows the consumer to purchase and use it with confidence for a long time, and these products must fully meet the requirements of the consumer: justify his trust and satisfy his needs. The organization of service maintenance is also of great importance. The principles of quality assurance are as follows:
1. Quality assurance based on control.
2. Quality assurance based on process control.
3. Quality assurance at the stage of development of new types of products.
Japanese firms, which are at the forefront of science and technology, set themselves the following tasks:
1. Prosperity and high reputation of the company.
2. Combining the efforts of all employees, achieving universal participation in solving problems, creating a coordinated system.
3. Winning the trust of customers and consumers.
4. Creativity to the development of new products (original technology).
5. Effective quality management.
6. Respect for the individual, training of all employees of the company, production culture, passing on traditions to the next generation.
7. Use of statistical methods of quality management.
The main rule: "The face of the company is determined by its employees."
Under administration is understood as: organization of production, study of time consumption, market improvement, procurement management, functional cost analysis, standardization, training, cost accounting, etc.
First of all, the interests of the staff should be taken into account, and then the needs of consumers should be satisfied.
This most important task is solved with the help of three main means: quality, price (costs and profits), quantity (delivery time).
The principle of "quality first" is confirmed by the following rules:
1. Quality management starts with training and ends with this.
2. The next stage of the production process is the consumer of your product.
3. The usefulness of an employee is determined not by his constant physical presence, but by the company's need for this employee (his qualities: quick response, quick wit, initiative).
4. An accomplished leader can be called someone who is able to manage and is superior in position (without abuse).
5. Giving rights to subordinates stimulates the comprehensive development of their abilities and activates their creative capabilities (to know the strategy and practical policies of the company well).
6. Reliability of information of heads of all links.
7. Responsibility for the activities of quality circles.
8. Cooperation and communication with other departments (horizontal communication).
9. Orientation to the future (head of the company - for 10 years, deputy head - 5 years, head of department - 3 years).
The basis of the activities of quality circles is to promote the improvement and development of the enterprise and its divisions, the creation of a healthy, creative and friendly atmosphere in the workplace, the comprehensive development of the abilities of employees and, as a result, their use in the interests of the company.
The principles of quality circles are: voluntariness; self-development; group activity; employee participation; relationship with the workplace; business activity; continuity of operation; mutual development; atmosphere of innovation and creative search; understanding the importance of this activity.
Studying the practical experience of Japanese firms, it can be noted that at first glance there is nothing special in the activities of their managers, but that is the “zest” of Japanese management. The success of the Japanese lies in the fact that they do everything as required by the principles, as expected, “as taught”, in compliance with all the requirements of human and business relations, and clearly follow the instructions.
In our country, almost everyone knows the rules of the road, but few people follow them. It is the same in management: we know how to do it, but we act in a completely different way.
Bibliography
1. Sulpovar L. B., Mannapov R. G. "Management is the science and art of business management" educational and practical guide - T .: Sovremennik, 2009.
2. Komir Yu. D. “Technique of effective business communication. » Practical guide- H.: Osnova, 2010
3. Shcherbakov V. I. " New Approach to management. » Book - M.: Economics, 2012
4. Shekshnya S. V. “Personnel management modern organization.» Educational and practical guide- M.: CJSC "Business School "Intel-Sintez", 2012
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Introduction………………………………………………………………………
1. Principles of Japanese management………………………………………
2. Japanese production management methods ……………..….……….
3. Human resources management in Japan ………………………….
Conclusion…………………………………………………………………..
Bibliography…………………………………………………………..
Introduction
Over the entire history of the existence of management, many foreign countries have accumulated significant information in the field of theory and practice of management in industry, agriculture, trade and others, taking into account their specific features.
Management in Japan, like in any other country, reflects its historical features, culture and social psychology. It is directly related to the socio-economic structure of the country. The analysis of Japanese personnel management is of particular interest for the following reasons. Firstly, this is the area of management where the differences are most striking. Japanese style from the well-studied and widespread in the developed capitalist countries of the American style.
The initial prerequisites for personnel policy, as well as the specific methods of its implementation, at Japanese enterprises differ significantly from American ones.
Secondly, the results obtained at Japanese enterprises (for example, the growth rate of labor productivity) indicate that the methods of personnel management used there are quite effective. It is efficiency that attracts more and more attention of foreign researchers who, studying Japanese methods of personnel management, are considering the possibility of using them in their countries.
Researchers of the Japanese economy, including William Ouchi, one of the well-known specialists in Japanese management abroad, believe that the success of the Japanese economy was mainly the result of the formation and functioning of a specific Japanese management system. With a careful and thorough study of Japanese management, it turned out that the Japanese management system is a synthesis of traditional, ethno-cultural Japanese traditions and imported ideas, and many of the rationalization Japanese management methods are ideas adapted to the Japanese system from old management textbooks. In this regard, the study of the Japanese management model, its main principles, its roots and origins, is of particular interest for research, and is relevant from the point of view of an attempt to introduce or adapt some of the fundamental principles of the Japanese system into the management system of Russian enterprises.
Main the purpose of this work is to consider the features of the organization and the development of Japanese management models. To achieve the goal of the course work, it is necessary to solve the following tasks :
Consider the main features of the development of management in Japan;
Identify the main differences in management models;
Analyze the organization and management of production and personnel in Japan.
1. Principles of Japanese management.
Modern management methods developed in Japan in the conditions of post-war devastation, which set the leaders the task of restoring social, political and economic life. Under the influence of the American occupation administration, future Japanese managers got acquainted with American ideology and business management methods.
It was during this period that Japanese business leaders began to comprehend social responsibility for the consequences of their activities.
This does not mean that before 1945 Japan did not have an efficient production management system. It's just that the post-war crisis gave incentives to search for a model of the national economy, since it was already ready. As early as May 5, 1932, K. Matsushita, the founder of Matsushita Denki, who is called in Japan "the all-powerful magician of management" and "the founder of the creed of management," delivered a fiery speech to almost two hundred of his employees. It was on this day that he realized the purpose of the manufacturer:
"The role of the producer is to overcome poverty."
The leaders of Japanese enterprises carried out their tasks, first by applying traditional management methods to new conditions, and then with the help of the theories and methods of American management that they had assimilated. They tried not only to creatively apply pre-war experience to new conditions, but also to draw useful lessons, absorb new ideas and thus find a new, Japanese way of development.
As a result, the main features of the Japanese management system are determined by a number of concepts that are absent in the American model. The most important of these are the system of lifetime employment and the process of collective decision-making.
Japanese society is homogeneous and imbued with the spirit of collectivism. The Japanese always think in terms of groups. A person is aware of himself, first of all, as a member of a group, and his individuality - as an individuality of a part of the whole.
The question of what traits of a person will turn out to be strong enough so that they can be relied upon in conditions rapid change social psychology and ethical values, for Japan, as well as for other countries, is still open. Many researchers believe that even the seemingly most modern features of thinking and feeling of an individual and social groups are a product of past eras and will disappear as society develops. The change in management methods in Japan today is characterized by an increase in the freedom to choose concepts for creating optimal systems, but traditional management methods are not forgotten.
Another important feature of Japanese management is the concept of continuous learning. The Japanese believe that continuous learning leads to continuous improvement of skills. Each person through continuous learning can improve the performance of their work. This leads to self-development, and the results achieved bring moral satisfaction.
On the other hand, the purpose of training is to prepare for more responsible work and career advancement. But, unlike the Western approach to management, the Japanese emphasize the duty of mastery without the expectation of any material gain. The Japanese are convinced that the improvement of skill itself can bring great satisfaction to a person.
The Japanese are receptive to new ideas. They love to learn from the mistakes of others and benefit from the experience of others. They closely monitor what is happening in the world and systematically supplement information from abroad. They borrow and quickly assimilate new technological methods and processes. Japanese workers do not resist the introduction of new technological advances.
Innovation is the basis of economic growth, and the Japanese are sincerely committed to it.
The ideas described above were important for preparing changes in Japanese management strategy and leadership style, as well as for the restructuring of individual enterprises and the economic system as a whole.
The core of the new concepts was the recognition of the social responsibility that lies with the managers.
In 1947, the entrepreneur, one of the founders of Panasonic, I. Matsushita, founded the Doikai creative laboratory to study new management decisions. In one of the first works of this laboratory, Mr. Matsushita notes:
“Every company, regardless of its size, must have certain goals other than profit, goals that justify its existence. She must have her own calling in this world.
If the leader has an understanding of this mission, he is obliged to bring to the consciousness of employees what the company wants to achieve, indicate its ideals. And if his subordinates realize that they are working not only for their daily bread, they will be motivated to work more intensely together in the name of achieving a common goal.
Thus, modern Japanese management has acquired an open spirit that has made it possible to subordinate technological development to the solution of the problems put forward by life itself. The Japanese system of government can be seen as a synthesis of imported ideas and cultural traditions.
Therefore, in order to understand the nature of modern Japanese management thought, it is necessary to touch on some features of the traditional culture of this country.
2. Japanese production management methods
The trendsetter is Toyota, which develops and implements the Kanban system. Japanese managers teach 9 lessons of a simple approach to production management. Japanese manufacturers have rejected complex control recipes, their approach is to simplify problems, not to find complex solutions.
The Japanese management system can be divided into two main groups of methods. The first relates to the problem of the efficiency of doing business, the second - to the problem of product quality.
The first part is aimed at improving production efficiency and is known as the "kanban" - "just in time" system. It is directly related to material costs and affects all aspects of the company's activities. The kanban system also has a partial impact on product quality. Both groups of methods are closely intertwined. Consider a just-in-time system.
First lesson. Management technology is a transportable commodity.
The secret of success lies in efficient inventory management. The benefits, as it may seem at first glance, are insignificant. They boil down to some of the savings in inventory costs that come from making and stocking the smallest batches of parts.
The Japanese found that the main benefits came from improved product quality, increased worker motivation, and increased productivity.
Here's how it goes. The worker receives one piece each. If it is not suitable, he immediately brings it to the previous worker, who finds out the reason and eliminates the shortcomings. Thus, mutual assistance is provided. The mechanism of Japanese management uses as "fuel" the specific national traits of the Japanese people: diligence, thrift, devotion to business, firm, susceptibility to innovation, high educational level.
Lesson two. Just-in-time production allows you to identify problems that are otherwise invisible due to excess inventory and excess personnel.
The concept of "just in time" is at the heart of the production management system. The idea is simple: to produce and supply finished products just in time for their implementation, component parts - by the time the products are assembled, individual parts - by the time the units are assembled, materials - by the time the parts are manufactured.
"Kanban" is purely Japanese and means "card" or visual recording system. Kanban is an advanced system used by Toyota in which an order for the manufacture of parts is entered on a special card.
The Kanban system provides for the release of products in small batches, reducing the time for changeovers of equipment and fixtures, reducing the cost of shipping, delivery, receipt (one-day deliveries are made by phone orders, several times a day in small batches), the complete rejection of any stocks.
The presence of large batches of components and parts hides the causes of defects and defects. When the size of the parties is reduced, the reasons for the marriage are exposed.
It is worth providing proper visibility - and everyone will strive to choose the right course. Here, the technique of "pulling" parts and assemblies is used, as opposed to the practice of "pushing out".
The effectiveness of a just-in-time system is determined by a number of factors. Firstly, it provides an increase in production efficiency by reducing stocks, waste and indirect costs, and direct labor costs for rework are reduced. In addition, the need for storage facilities, equipment, mechanisms, labor, the cost of transporting goods, the need for control and accounting, and information processing are reduced. Management costs are reduced.
In the 50s of our century, the whole world admired American government, the essence of which was the ability to create a system that meets the conditions of a particular production and environment. The main task the leader was declared the ability to manage the system, that is, to rebuild it in accordance with changing conditions. It was assumed that by creating a system, it is possible to put a person in such conditions when he is interested and able to act in the interests of the enterprise. All this is recognized by Japanese managers today. But in addition to external influence on a person through the system, it seems no less important to have a direct impact on his consciousness - ideological control. It is ideological management that is especially necessary when it comes to product quality. Why?
Firstly, material and moral incentives involve the evaluation of performance. Evaluation must be done by someone outside of the employee. But is it always possible when it comes to product quality? Not always, because many product properties cannot be assessed by external inspection, they can only appear after several years of operation. The slogan “Conscience is the best controller” is very deep in its essence. Only, unfortunately, having announced the correct slogan, we did little to realize this idea. If it is possible to convince and educate a person in such a way that, regardless of someone's assessment and subsequent stimulation, he wants and knows how to work well, then you can be sure of high quality products.
Secondly, the constant change in the design of products and the technology of its production and technical means does not allow changing detailed standards, technological and organizational instructions with the same speed. Therefore, today it is impossible to give an employee a set of such ready-made solutions so that he can only faithfully fulfill them. We have to significantly expand the limits of the independence of a worker at any level. Under these conditions, the choice of the most rational solution largely depends on the internal desire of the employee to create impeccably high-quality products. The development of ideas that are understandable to the employees of the enterprise, and the ability to make these ideas their own conviction of the employees, becomes no less important task for the manager than managing the system. The person himself falls into the category of management goals. At the same time, the system should be such that it does not so much force the employee to do what is necessary, but rather create conditions that do not interfere with his desire to produce high-quality products.
“Japanese corporations tend to rely more on people than on the system. American corporations, on the other hand, rely more on the system,” writes Toyohiro Kono (12).
One of the creators of the Japanese management system, Koyosuke Matsushita, developed a corporate code of conduct at his firm, Matsushita Denki. Learning the company's code of conduct, newly hired employees attend classes where they are instilled: "If you committed random error, the firm will forgive you. If you deviate from the moral code of the company, you have no forgiveness. Let's take this code.
« Our principles. Awareness of one's responsibility in the cause of progress and increase in the welfare of our society. Dedicate yourself further development world civilization.
Our creed. The progress of civilization is not an abstraction. We all contribute to it together. Each of us must constantly remember this. Commitment to the firm is the key to success.
Our spiritual values:
1. Serving the nation by improving production
2. Honesty
3. Harmony and cooperation
4. Fight for quality
5. Dignity and submission
6. Identification with the firm
7. Gratitude to the firm.
This code is based on national traditions. The Japanese have always been taught the idea that they should first of all take care of filling the “national vessel”. The Japanese religion of Shinto and Japanized Buddhism are saturated with the national spirit. Serving one's country through the success of the company, which, in the first place, depends on the quality of its products, can induce much more to complete dedication than the desire to increase profits. The book Personnel Management in Japan quotes the testimony of a foreign engineer who was an apprentice at one of the factories of Matsushita Denki: “Every morning before the start of the working day, we lined up and all together loudly pronounced the moral code. Matsushita emphasized seven spiritual values. At first we thought it was very funny, but gradually we realized how much this philosophy affects the minds and hearts of workers. We felt it ourselves." Of course, persuasion is not about speaking the code. First of all, on numerous examples the legitimacy of the thoughts concentrated in it is proved. Daily repetition is only a way, with the help of symbolism, to revive the whole complex of thoughts, beliefs, sensations that an employee has after conversations, lectures, reading books, watching television films aimed at forming an appropriate worldview. On the other hand, a person imbued with this worldview, without commands, without coercion, makes and implements decisions himself, aimed at achieving a goal that corresponds to his conviction. Japanese managers say that the performer himself always knows better than others how to do a job well. It is important that he wants it. Ishikawa writes: “I am a supporter of quality management based on faith in people and their good qualities. If a manager does not trust his subordinates and exercises strict control and frequent checks, he cannot be a good leader". The task of the company's management, in his opinion, is to determine the goals and objectives in the field of quality and the ability to convince all employees of their correctness. Finding solutions to achieve goals is the prerogative of employees appropriate level. Whoever does the work should look for solutions.
In this regard, it is instructive next example. An American bank invited a Japanese specialist to the position of president, while the Americans remained vice presidents. When, after some time, they were asked their opinion about the Japanese president, they said the following: “He is certainly democratic, pleasant in communication, raised our wages, but gives the impression of an incompetent specialist. When we turn to him with specific questions, instead of a clear answer, he begins to tell us about the goals of the bank.” This assessment revealed two different approaches to the management of the company. Americans are accustomed to the fact that the decision comes from the leader, and the Japanese believe that his task is to convince his subordinates of the correctness of his views on the problem. So the most important task learning the Japanese believe the formation of a worldview. To do this, a variety of techniques are used, including those based on personal contacts. So, the head of one textile company created bars with free drinks for employees at his enterprises, so that after work they would spend some time in the bar talking to each other. He himself is constantly there, talking with workers in a relaxed atmosphere. At the same time, he forbade being addressed as a boss. When he was asked why it was necessary (to waste money and your time), he replied: “I want them to think like me.”
It is possible to doubt the effectiveness of this or that method of ideological influence, but the concept itself, based on the dominant role of ideological influence, seems to be completely fair. Of course, this does not mean that all management is based only on ideological influence and that moral and material incentives are not used. They are also given great importance, but the inner conviction of a person is considered as the deepest and most effective stimulus.
“The perseverance, energy, resourcefulness of a person who thinks that he acts voluntarily is immeasurably higher than that of one who acts under duress,” such is the credo of Japanese managers. And here is an assessment of their success by outside observers: "Japanese entrepreneurs, skillfully creating communal orders, build conditions in which workers, having lost the ability to feel coercion, are filled with a desire to work for entrepreneurs."
