Japanese management style. Features and main features of Japanese management

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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;

a person is not only a means to achieve an end, a person himself is the goal of 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 -- blank sheets of 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 of 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 a "living being", managers and ordinary employees are part of this "being", so the 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 enterprises and commercial organizations take the form of joint-stock companies. One of the features of managers in Japan is that in large enterprises their owners and managers are different people. With a clear edge in the art of management, seasoned in the application of "case studies", receptive to computers, supremely 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 of the intellectual abilities of people is used in enterprises.

Such a worldview means confidence in the positive qualities of the 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 the goals desired by people.

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, human intelligence and experience are concentrated in it. 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 have an excellent understanding of the goals of his organization, justify its policies and create plans to achieve the set goals in such a way that his subordinates work with self-esteem 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, creative employees in 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 features 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 of Infinite Improvement" starting a kind of basic, pivotal line of Japanese business.

Here is a filigree coherence of all parts of the 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 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 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 the basic principle of the 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 to further quality improvement:

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. The cultural differences of 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 workforce is the key to effective resource management.

Lesson seven. Do not take too much cargo at once: it is better to make several trips (we are talking about 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. Again, the same point is emphasized: the firm does not need a large number of programs implemented or managed by specialists, production managers and workers can handle themselves.

Lesson nine. Simplicity is the 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.

There are many ways to explain the economic achievements in Japan, but in the end, human potential must come first.

Japanese managers have somehow discovered the secret to harnessing people's energy and using their reserves more effectively than anyone else. To a large extent, this was facilitated by the quality management system.

In 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 implies the need to set a goal, setting tasks and finding a way to its effective achievement and solution. 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, believing that the best ways to achieve goals are those that they know well.

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 close their eyes to the outside 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. Creative approach 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."

Administrative management refers to: 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. “A new approach to management. » Book - M.: Economics, 2012

4. Shekshnya S. V. "Personnel management of a modern organization." Educational and practical guide - M .: CJSC "Business School "Intel-Synthesis", 2012

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I. Introduction.

How is the Japanese management method different from the methods used in most countries 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 profits, that is, to obtain the greatest benefit with the least effort. There is a clear difference in emphasis.

According to Japanese management specialist Hideki Yoshihara, there are six characteristic features of Japanese 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 pressure of being fired and having a real opportunity to move up, workers are motivated to strengthen their sense of community with the company. Stability also helps to improve the relationship between managers and ordinary workers, which, according to the Japanese, is absolutely necessary for the improvement of the company's activities. Stability makes it possible to quantitatively increase managerial resources, on the one hand, and to consciously direct the vector of their activity towards goals more significant than maintaining discipline. Job security in Japan is provided by the lifetime employment system, a phenomenon that is unique and largely incomprehensible to the European way of thinking.

2) Publicity and corporate values. When all levels of management and workers begin to share a common base of 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) Information-based management. The collection of data and their systematic use to improve the economic efficiency of production and the quality characteristics of products is of particular importance. In many firms that assemble televisions, they use an information collection system that can be used 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. Executives review revenue lines, output, quality, and gross receipts monthly to see if the numbers are meeting targets and to see early challenges ahead.

4) Quality oriented management. Presidents of firms and management companies in Japanese enterprises often talk about the need for quality control. When managing a production process, their main concern is obtaining accurate quality data. The manager's personal pride lies in consolidating quality control efforts and, as a result, in the work of the production area 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 innovation proposal system 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. Japanese business leaders are trying to establish an order that can serve as a guarantee of product quality and can increase productivity through 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.

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 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 management lie on different planes, with very few points of intersection.

Japanese management, based on collectivism, used all the 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.

Given that the tax system works to average the income and material condition of the population with its emphasized progressive fiscal mechanism, there is minimal stratification in terms of welfare in society, and this makes it possible to use the feeling of collectivism as efficiently as possible.

What is the difference between the Japanese management method and the methods used in most European and American countries?

The main difference between management in Japan, 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. Meanwhile, in European and American management, the main goal is to maximize profits, that is, to obtain the greatest benefit with the least effort.

According to Japanese management specialist Hideki Yoshihara, there are six characteristic features of Japanese management.

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 move up the vertical, workers are motivated to strengthen their sense of community with the company. Stability also helps to improve the relationship between managers and ordinary workers, which, according to the Japanese, is absolutely necessary for the improvement of the company's performance. Stability makes it possible to quantitatively increase managerial resources, on the one hand, and to consciously direct 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.

Publicity and corporate values . When all levels of management and workers begin to share a common base of 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 inculcate and maintain corporate values at all levels. 3) Information based management . The collection of data and their systematic use to improve the economic efficiency of production and the quality characteristics of products is 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. Executives review revenue lines, output, quality, and gross receipts monthly to see if the numbers are meeting targets and to see early challenges ahead. 4) Quality Oriented Management . Presidents of firms and management companies in Japanese enterprises often talk about the need for quality control. When managing a production process, their main concern is obtaining 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 right in 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. Japanese business leaders are trying to establish a routine that can serve as a guarantee of product quality and can increase productivity through 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.

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 in 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. II. 1. Directed change in management strategy. 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 producer: "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 primarily as a member of the group, and his individuality - as the individuality of a part of the whole. The guiding principle of Japanese management is in agreement with the studies of E. Mayo, who showed that work is a group activity. The question of what human traits will be strong enough to be relied upon in the context of a rapidly changing 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. The desire for change, based on respect for national spiritual values, is clearly demonstrated in the following statement by one of the most prominent entrepreneurs in Japan, S. Honda: “He who is the head of an organization must first of all make his management comprehensively justified. This means that he must perfectly understand the goals of the activities of his organization, justify its policies and create plans for achieving the set goals in such a way that his subordinates work with self-esteem and get job satisfaction. In order to develop a way of thinking that would push subordinates to achieve their goals in any conditions, the leader must have a theoretically strong and practically applicable concept. II. 2. Features of the principles of production strategy. In recent years, in the course of international competition, three very important principles of production strategy have emerged. Firstly, this is a production on the principle of "just in time". In accordance with this principle, the company strives to receive all materials and components exactly at the time when they are needed for the production of the final product. In this scheme, the supplier must deliver components to the assembly shop several times a day. The Japanese are more insistent on minimizing inventories than US production managers. The Japanese are more successful and efficient in using these systems. The Japanese have done a great job of integrating their inventory management systems with their business philosophy, their approach to quality management and the introduction of automated production control systems. The second important idea that firms have to learn already from their international competitors relates to integrated quality control (the so-called “do it right” concept). Under this concept, quality is ensured by including a responsibility for quality in every job description or job description of a production worker. The new worker learns the principles of quality management at the same time as learning how to operate the production equipment. In this case, the role of the dedicated special quality control function decreases, and the role of quality control at each workplace increases. The third, and closely related to the above, strategic principle is the combination of preventive maintenance. It is the responsibility of production workers to carefully carry out preventive maintenance and maintenance of equipment in order to exclude its breakdowns and failures. The absence of a centralized service to control and distribute the flow of materials between workshops is a hallmark of the assembly plant of the Japanese company. It does not have managers specializing in intershop coordination. The task of intershop adjustment is solved by the heads of the respective shops through direct negotiations. This is inter-shop coordination in a Japanese firm or localized horizontal coordination. When analyzing the reasons for high productivity in the Japanese auto industry, it is very important to note that they have only five levels of management compared to 11-12 levels of management in the American automotive industry. Many foreign competitors are in favor of an in-line production system with a "push" of workpieces, which provides for closer coordination of the work of production sites. In this case, the workpieces are sequentially "pulled" from the previous section as needed. Such production systems are usually quite simple in structure. The transfer of information from site to site is mainly carried out with the help of paper cards (“kanban”), and not with the help of a computer. The functioning of such systems is largely determined by the interaction of neighboring production sites. With decentralized horizontal coordination of production, as Japan's experience shows, high efficiency is achieved in terms of production and information management. Here, information moves from the final vertex (the final assembly shop) to the higher shops, but without the mediation of administrative departments, as is the case in a hierarchy, where everything that happens in the shops is closely related to the decisions of the central planning service. In the horizontal coordination system, the shops themselves are the nodal points of the communication network, and in this case, the lower-lying shops "command" the higher-lying ones. In a focused form, this coordination of production is reflected in the kanban system of the country's automotive industry. The purpose of the kanban system is to integrate production and information flows in order to successfully respond to changes in the market situation with minimal inventory. However, if the product range is limited or the market demand is very stable with rapid change through horizontal coordination of the output schedule in response to market signals, then savings in storage costs may be negligible. On the other hand, with large changes in demand, horizontal coordination without information centralization may be ineffective. The absence of a centralized service to control and distribute the flow of materials between workshops is a hallmark of an assembly plant in a Japanese company.

I. Introduction.

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 management lie on different planes, with very few points of intersection. What is the difference between the Japanese management method and the methods used in most European and American countries? 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 profits, that is, to obtain the greatest benefit with the least effort. There is a clear difference in emphasis. According to Japanese management specialist Hideki Yoshihara, there are six characteristic features of Japanese 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 guidance. Freed from the oppressive threat of being fired and having a real
opportunity to move vertically, workers are motivated to
strengthening the sense of community with the company. Stability also contributes
improving the relationship between management level employees and rank-and-file
workers, which, according to the Japanese, is absolutely necessary to improve
company activities. Stability makes it possible to increase quantitatively
management resources, on the one hand, and the conscious direction
vectors of their activity on goals more significant than maintaining discipline.
Job security in Japan is provided by the lifetime employment system -
phenomenon is unique and largely incomprehensible to the European way of thinking.
2. Publicity and values of the corporation. When all levels
management and workers begin to share a common base of policy information
and the activities of the firm, an atmosphere of participation and shared responsibility develops,
which improves interaction and increases productivity. In this respect
meetings and meetings in which engineers and workers take part
administration, yield significant results. The Japanese government is trying
also create a common base for understanding corporate
values, such as the priority of quality service, services for the consumer,
collaboration between workers and management
and interaction between departments. Management strives to constantly inculcate and maintain
corporate values at all levels.
3. Management based on information. Data collection
and their systematic use to improve economic efficiency
production and quality characteristics of products is of particular importance.
Many firms that assemble televisions use a system for collecting information,
in which it is possible to identify when the TV went on sale, who answered
for the serviceability of one or another node. Thus, not only
responsible for the malfunction, but mainly the causes of the malfunction,
and steps are being taken to prevent this from happening in the future. Managers monthly
check income items, production volume, quality and gross receipts to see if the numbers meet the targets and to see
future difficulties in the early stages of their occurrence.
4. Quality-oriented management. Presidents
firms and management companies in Japanese enterprises most often say
the need for quality control. In process control
their main concern is obtaining accurate quality data. personal pride
manager is to consolidate 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.
To deal with difficulties quickly and to facilitate problem solving
as they arise, the Japanese often place management personnel
right in the production area. As each problem is resolved,
small innovations that lead to the accumulation of additional
innovations. In Japan, to promote additional innovation, a wide range of
a system of innovative proposals and quality circles are used.
6. Maintaining cleanliness and order. One of the essential
The factors of high quality of Japanese goods are cleanliness and order
in production. Japanese business leaders are trying to establish
order that can serve as a guarantee of product quality and can increase productivity through cleanliness and order.
In general, Japanese management is distinguished by an emphasis on improving human relations: coherence, group orientation, moral
quality of employees, stability of employment and harmonization of relations between
workers and managers.

II. 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 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.
Japanese business leaders carried out their tasks by first applying traditional management methods to new conditions, and then using the theories and methods of American management they had 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 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 primarily as a member of the group, and his individuality - as the individuality of a part of the whole. The guiding principle of Japanese management is in agreement with the studies of E. Mayo, who showed that work is a group activity.
The question of what human traits will be strong enough to be relied upon in the context of a rapidly changing 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. The desire for change, based on respect for national spiritual values, is clearly demonstrated in the following statement by one of the most prominent entrepreneurs in Japan, S. Honda: "He who is the head of an organization must first of all make his management comprehensively justified. understand the goals of his organization, justify its policies and create plans to achieve the set goals in such a way that his subordinates work with self-esteem and get satisfaction from the work.To develop a mindset that would push subordinates to achieve the set goals in any setting, the leader must have a theoretically strong and practically applicable concept."
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 in 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, an entrepreneur, one of the founders of Panasonic, I. Matsushita, founded the Doikai creative laboratory to study new management solutions. 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. It must have its own vocation in this world. If the leader has an understanding of this mission, he must convey 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 harder together in the name of achieving a common goal.
The same idea is expressed in a document published in 1956: “The actions of a manager in a modern corporation go far beyond making a profit. From a moral and practical point of view, it is vital that managers strive to produce the highest quality products at the lowest prices through the use of production potential in accordance with the general interests of the economy and in order to improve the welfare of the whole society. There is no doubt that the responsibility of the manager to society is an important lever that develops the management system in the direction of the goals."
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. Exploring the sources of Japanese management philosophy, it is necessary to mention the Tokugawa era, when Japanese culture, after a long process of assimilation of Chinese traditions, finally reached its classical expression. For example, Sitei Yamamoto in his book "The Spirit of Japanese Capitalism" turned to the personality of Soizan Suzuki, a Zen philosopher, one of those theorists of that time, the influence of whose ideas is also found in modern managerial thought. The entire teaching of Suzuki was aimed at resolving conflict situations that peasants and artisans faced in everyday life. His famous aphorism translates something like this: "When we are drawn into worldly
business, we continue to adhere to religious customs. "His teaching, reflecting the best traditions of Zen Buddhism, is still preserved in the minds of the Japanese. A. Yoshino notes:" The Tokugawa era bequeathed to modern Japan both the ability to quickly transform, and discipline and order in an unchanged on the path to perfection.

III. managerial behavior
As noted, the Japanese management system has been formed to date as an organic fusion of national traditions and advanced management experience. As for national traditions, their very significant (in the context of this work) feature is that the Japanese prefer not to adhere to written rules; and their language, due to the hieroglyphic nature of writing, is not characterized by a clear unambiguity of definitions, characteristic of European languages, in particular, German. The Japanese themselves write: "... in the traditional Japanese society, there was no universal code of ethics, as well as categorical religious prescriptions. There was not even a clear system of ideas about sin ..." (M. Yoshino).
Chiye Nakane has done a brilliant study of the types of relationships in groups in connection with the traditions of national cultures. He put forward the main provisions of the concept of analyzing the internal structure of social groups, dividing the types of relationships established between people into two: horizontal, as a set of individuals who have common features (for example, people of the same profession) and vertical, in which individuals with different features are connected by a certain social connection (for example, family, clan, club). It is the second, "vertical" type of relationship that is characteristic and defining the "face" of Japanese society.
The group to which a Japanese belongs is as important to him as his family. In a Japanese firm, the head looks like a father. Family members cooperate spontaneously. There is an informal atmosphere. Internal conflicts are minimized, friendly relations in groups. In Japan, a company is considered an organic whole, a living organism endowed with a soul. The head may change, but the company will remain. It is believed that the firm is a long-term organization, so that it guarantees lifetime employment. (Such relationships are enshrined in the "Corporate Reorganization Law", according to which reorganizations are carried out in firms that have encountered financial difficulties and are on the verge of bankruptcy). It is believed that a business enterprise is a closed social group, and work should occupy a central place in the lives of employees.
"Employers don't use one person's labor, they use it all."
The formula "enterprise is people" is a sincere conviction of employers. Japanese managers instill in their employees not only technical skills, but also moral and ethical values.
Ringi's group decision-making system can be seen as a product of the "human potential" concept. According to her, the responsibility for making decisions is not personified. The whole group is responsible for the decision. It is assumed that no one person has the right to make a decision alone. You can consider in more detail the decision-making process of the group. The essence of the Ringi system is that decisions must be made by consensus. The system requires everyone to make a decision. If someone is against, the proposal is returned to its initiator. This approach is still preserved, although the procedural part of the Ringi system has undergone changes. Each proposal is discussed in informal groups. A decision is never brought up for formal discussion without an informal one.
Here is how Richard Halloran describes the process of group decision making:
“During the formal discussion, each member of the group expresses a small part of his thoughts on this matter, but never comes out with a complete convincing speech. They are also afraid of accidentally offending a colleague with their harsh speech, which may contradict the opinion of their comrades.
When the group leader is confident that everyone is basically in agreement with the minimum solution, he summarizes the group's opinion, asks if everyone agrees, and looks around the room for nods of approval. Not a single scream is heard.
It must be clearly understood that the Japanese method presupposes complete unanimity. This is not a majority decision. The Japanese abhor the tyranny of the majority. If there is no complete unanimity, no decision is made. If the decision is opposed by the opinion of a small minority, he is persuaded to respect the views of the rest. This compromise position will later be rewarded.
It is considered impolite for a Japanese to openly object to a senior and superior: disagreement must be expressed very diplomatically. The Japanese allow uncertainty, ambiguity, imperfection in organizational life, as well as many other things that really exist.
In addition, the Japanese feel much more interdependent. Therefore, they are ready to make further efforts aimed at improving people and cultivating the ability to work effectively with each other.
In contrast to the traditional "X" and "Y" model of behavior, the Japanese have developed and successfully applied the "human potential" model, which emphasizes the idea that people need the opportunity to use and develop their abilities, getting satisfaction from this. The concept of "human potential" advocates a working environment in which the ability of the worker is encouraged to develop, and pays special attention to the development in workers of the desire for self-management and self-control.
For middle managers, Mr. Ishikawa Kaoru advises:
1. "The usefulness of an employee is determined not by his constant physical presence, but by the needs of the company in this employee. With a clear organization of events, the physical presence of the manager in the company is not necessary at all. This applies to organizations where trust in subordinates is an immutable law. On the other hand, it is necessary the direct participation of an employee in solving those problems that without the participation of this particular employee will be solved longer or will be solved obviously less successfully - for example, the development of a promising, new product or the development of a new market. ingenuity and initiative.In the event of an unforeseen situation, such an employee is asked to return to the company to participate in solving the problem.
2. The one who manages subordinates is only half the leader. An accomplished leader can be called someone who is able to manage and higher in position.
3. Giving rights to subordinates stimulates the comprehensive development of their abilities and activates their creative possibilities. The leader is the educator of his subordinates. He should share with them knowledge and accumulated experience directly in the workplace. One of the methods of personnel training, which is of no small importance, is the empowerment of subordinates with the necessary rights, allowing them to resolve issues at their own discretion. At the same time, subordinates should have a good idea of the overall strategy of the company.
4. Do not strive to constantly monitor the reaction of higher management to the results of work.
5. Middle managers and their subordinates are responsible for the accuracy of information about the results of their work.
6. Middle management is responsible for the activities of the quality circles.
7. Collaboration and communication with other departments - this is the management by function.
8. Orientation to the future is the key to the successful operation of the company. The head of the company should be guided in his work for 10 years ahead, the top manager - for 5 years, the head of the department - for 3 years and divisions - for at least 1 year.
In conclusion, I recommend that middle managers occupying important and responsible positions in their companies solve the problems they face with initiative, dignity and self-confidence.
The power of management in Japan is considered to be legal and therefore readily accepted and respected. Workers feel that their managers are more educated and competent. Managers do not have excessive privileges, which could cause jealousy. Their salaries and other rewards are considered modest in relation to their merit. And effective management is a necessary condition for the prosperity of the workers themselves.
The conclusions that can be drawn, considering the Japanese system of government, are as follows:
- people get satisfaction from dependence, determined by close vertical connection in the structure of the team, which is perceived as a guarantee of security and safety;
- the main task of the manager is to support the corporate spirit in the team, uniting employees with common interests and understanding the common goals of work;
- when an environment is created that allows group decision-making, all team members can contribute to the achievement of the goal to the fullest extent of their abilities.

IV. Management control system
Management control is an abbreviated definition of management planning and feedback, which is a tool for managers to achieve organizational goals. The ability of a person to manage has certain limits, so the optimal scale of the business must be found to manage effectively.
You can consider this process on the example of the company "Matsushita".
The organization of the company is based on the system of branches. They are classified as follows:
1. for top management companies in order to control branch managers - a planning system in branches, a system of internal capital of branches, a system of monthly accounting reports;
2. for managers of branches in order to control the heads of departments - budgets of departments, a system of monthly accounting reports. The planning system in branches assumes that each independent department, and then the branch, develops its own plan. On their basis, a general plan for the entire company is prepared. In general terms, the planning method involves the following steps:
3. announcement of the company's strategy. A company's strategy is somewhat abstract and verbal, but it emphasizes the assessment of the firm's performance and embodies the intention to overcome market difficulties by improving policies and goals. It's kind of a slogan for the staff.
4. directives on planning in branches. Since the company's strategy is abstract, the guidelines for planning in the branches are set by the president of the company in the form of a directive.
5. Determination of the branch planning policy. At this stage, the branch manager determines his own policy for achieving his goals and instructs the department heads.
6. Preparation of a plan for each department.
7. Preparation of the draft budget of the department.
8. Preparation of a draft plan for the branch.
9. Verification and approval of the plans of the branch.
10. Transfer of the approved draft plan of the branch. This estimate is called "document with the royal seal."
The ceremony of this handover is a purely Japanese feature, because the "document with the royal seal" is seen as a contract between the president of the company and the branch manager. The implementation of the plan is mandatory for the manager. Each manager is responsible for achieving only the points fixed in the "document with the royal seal". The choice of method for fulfilling this agreement is left to the branch manager. It is obvious that such an approach to management requires a high sense of responsibility and self-control from the manager.
It should be noted that managerial control over the fulfillment of tasks 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 (the word "control" is not associated with the "detection-punishment" model, and "check-help".
To get rid of subjectivity, Japanese managers everywhere, where there is the slightest opportunity, apply statistical methods to determine the current situation. The Japanese believe in numbers. They measure everything. They try to quantify all aspects of the business. The Japanese don't waste energy. Everything is arranged flawlessly, which is the essence of good management.
To maintain discipline and improve the quality of work, Japanese management relies more on rewards than on punishment. The awards are given for helpful suggestions, for saving lives in accidents, for outstanding results in training courses, for excellent performance of duties, and for "dedication to one's work as a model for colleagues."
These rewards are of 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. Significantly, the "reward" section of the Hitachi rulebook comes before the "punishment" section. The firm has released a document entitled "The Key Principles of Hitachi". It highlights three principles: sincerity, spirit of optimism and ultimate harmony. This white paper shows how seriously the Japanese people take their work.
Japanese managers are extremely reluctant to resort to punitive measures. As opposed to the tactics of intimidation and punishment, Japanese management pays special attention to the self-consciousness of workers and therefore uses the "tactic of slogans" to encourage 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 into the company, since the one who hired him is fully responsible for him. work.
Human resource management becomes a strategic factor due to the need to guarantee lifetime employment.

V. Human resource management.
One of the distinguishing 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.
But there is also a big difference between American and Japanese management. Japanese corporations make more use of the loyalty of their employees to the companies. Identification of employees with the corporation creates strong morale and leads to high efficiency. The Japanese management system tends to reinforce this identification, bringing it to the point of sacrificing to the interests of the firm. The Japanese employee identifies himself very closely with the corporation that hired him. 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 do not take full advantage of their paid time off, as they are convinced it is their duty to work when the company needs it, thus showing their loyalty to the company.
Theoretically, the longer a person works in an organization, the stronger his self-identification with it should be. Japanese corporations guarantee jobs for their employees and use a seniority-based reward system to prevent an employee from leaving for another firm. Those who have moved to another company lose their seniority and start all over again. The entire lifetime employment system is based on job security and promotion. In turn, each employee or ordinary worker receives satisfaction from his own efficiency in work, knowing that his actions will someday be surely appreciated.
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 with dedication. They are punctual. Perhaps only a slight relaxation in the last half hour of work. 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.
Lifetime employment is not a legal right. His statement is a tribute to a tradition that may have originated in the primitive community and received its finished form in the Japanese feudal society. The firm is morally obligated to take care of its employee until retirement. The staff is completed on the basis of personal qualities, biographical data and character. Loyalty is valued more than competence. Every worker is treated like a family member. In the same way, if there are financial difficulties, everyone tolerates a reduction in income with dignity.
In such circumstances, personnel management is especially important. Japanese managers believe that people are the greatest asset. When selecting applicants for top-level management, the ability to lead people is most valued.
The Japanese have certain qualities that are indispensable in the management of industry. One expert said: "In Japan, everyone does not exist as an individual, but exclusively as a member of a large group." The individual identifies himself with the group. Her aspirations are those of the group; a person is proud of the work of this group. He is fully aware that he is a member of the team, and does not seek personal authority. He is always interested in the success of the team. All this enhances coordination in the organization of production, and personal friction is minimized.
Since the firm must function as one cohesive 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.
Thus, management always thinks from the perspective 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. In Japanese firms, the decision is made by the group. Subordinates formulate their proposals and pass them on to interested parties. After the group discussion has set common tasks, each employee determines his own and proceeds to their implementation. If it is noticed that the subordinate is not able to control the situation, men. Thus, 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. In Japanese firms, the decision is made by the group. Subordinates formulate their proposals and pass them on to interested parties. After the group discussion has set common tasks, each employee determines his own and proceeds to their implementation. 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. This requires mutual understanding.
A person needs self-respect: he likes to bear responsibility and improve his knowledge and skills. In this case, according to the Japanese, he has a long creative life. The focus of efforts on solving the problems of the company leads to his own development and the progress of the company. Managers in Japan constantly explain the goals and policies of the company to their workers, who are free to express their opinion on the matter. The workers have free access to the administration. The success of the company is their success.

VI. Quality management system
The historical background of quality management was the nationwide movement "for the absence of flaws", which has grown into a comprehensive method of 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, Ishikawa Kaoru, in order to organize circles, leaders need to follow the following principles:
- voluntariness. Circles should be created on a voluntary basis, and not on a command from above.
- self-development. Members of the circle must show a desire to learn.
- group activity.
- application of quality management methods.
- relationship with the workplace.
- business activity and continuity of operation.
- mutual development. Circle members should strive to expand their horizons and cooperate with members of other circles.
- atmosphere of innovation and creative search.
- universal participation in the end. The ultimate goal of quality circles should be the full participation of all workers in quality management.
- awareness of the importance of improving the quality of products and the need to solve problems in this area.
There are also features of the Japanese quality management system that distinguishes it from the Western system:
1. quality management at the firm level - the fate of all links in quality management.
2. personnel training and education in quality management methods.
3. activities of quality circles.
4. Inspection of quality management activities (Deming awards to the enterprise and verification of management activities.)
5. use of statistical methods.
6. nationwide quality control programs.
The tasks of quality circles within the framework of the overall quality management activities at the enterprise are:
1. Promoting the improvement and development of the enterprise
2. creating a healthy, creative and friendly atmosphere in the workplace
3. comprehensive development of the abilities of employees and orientation to the use of these opportunities in the interests of the company
Quality management has many advantages:
- It gives a true guarantee of quality. Quality can be laid down at every stage, in every process, and a completely defect-free production can be achieved. This is achieved by process control. It is not enough to simply find defects and fix them. It is necessary to determine the causes that cause these defects. TQM can help workers identify and then eliminate these causes.
- Integrated quality management opens communication channels within the company, giving fresh air. TQM makes it possible to detect failure before it leads to disaster, because everyone is used to speaking frankly and helping each other.
- Total quality management enables the product design department and the production department to skillfully and accurately follow the changing tastes and positions of the customer, so that the manufactured products consistently meet their needs. Total quality management penetrates people's minds and helps to identify false information.
It helps firms avoid using erroneous output and sales data. "Knowledge is power" is the slogan of total quality management.
The core ideals embodied in QC can be summarized as follows:
1. The natural need of every person is to achieve excellence in work. If he is properly guided and encouraged, he can improve his work indefinitely.
2. People doing individual work are real specialists in it. There are many details in the work that are not done correctly, and professionals can make a valuable suggestion to eliminate difficulties and improve the production system.
3. Workers are endowed with intelligence and imagination. They have a thorough knowledge of the work and, accordingly, skill. They strive for success and are not afraid of responsible work. If they are trained to take direct responsibility for the quality of their work, they can have an explosion of creativity in the organization.
4. The Quality Circle is not a mechanical machine, but a continuous process. It has two distinct yet complementary features. On the one hand, it is an educational and cognitive process.
On the other hand, it is a process that facilitates the participation of workers in activities that affect their daily work. This provides a basis for mutual cooperation between management and workers.
For contribution to the achievement of high results in the field of quality management, every year since 1951 in Japan, the W. E. Deming Prize, the founder, as is considered, of quality management in Japan, has been awarded.
In connection with the constantly changing tastes, needs of people and the emergence of new technologies, managers are required to constantly rebuild their self-awareness and orientations, which in the most general form can be formulated as follows:
1. First of all - quality, not short-term profits
2. The main person is the consumer, that is, you need to stand on the point of view of the end user.
3. The next stage of the production process is the consumer of your product. This slogan made it possible to eliminate barriers and disunity between the individual stages of the product life cycle
4. Information support and application of economic and mathematical methods makes the decision-making process calm, efficient and more creative.
5. Man in the management system - the involvement of all employees without exception in the quality management process.

6. Functional management.

VII. Relations between management and trade unions in Japan.
Three main features of Japanese industrial organizations are noteworthy: firstly, lifelong employment, secondly, the effect of seniority on salaries and wages, and thirdly, the organization of trade unions. In Japan, for a worker, affiliation is of great importance, not occupation.
A Japanese worker will say that he belongs to Hitachi, then that he works at the Hitachi plant, and only then that he works as an electrician. Therefore, there is only one trade union in Japanese enterprises. In the USA, England, Italy and other countries, managers of industrial firms feel more and more difficulties in managing personnel. It is becoming increasingly difficult to introduce new methods and techniques. Unions are always in opposition to management. Trade unions usually withhold important information that is confidential. In this atmosphere of conflict and suspicion, productivity declines.
At the Japanese company NOK, all these difficulties were overcome on the basis of mutual understanding and cooperation between management and trade unions. This led to the creation of "Sōjiankai". The Sojiangkai is a workers' representative body that meets periodically to discuss workers' interests, wages, and welfare. But the functions of the society are not limited to this - it organizes the leisure of workers, participates in management meetings in discussing business problems (sometimes even confidential), and decisions are made by mutual agreement.
Japanese management accepts the union as a legitimate intermediary between management and workers in matters of wages. But because trade unions in Japan are not divided by occupation, but are unions of workers in the same firm, they share management values such as productivity, profitability, and growth. This does not mean that the trade unions are servile: they retain their independence. They constantly ensure that all agreed norms are properly observed. Unions are fully aware that workers can only improve their standard of living by increasing productivity, so they have begun to cooperate with management. There is a need for constant unified consulting on all issues that affect performance. The modernization process is not straightforward. There may be an oversupply of labor. But all these problems are solved 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. They critically examine and, if necessary, question the goals and policies of management. In this way, they can develop a constructive relationship with management by collaborating with it. Unions constantly compete with management in social and charitable activities. Trade unions in Japan are constantly striving to raise the level of workers' consciousness.
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. This naturally increases their confidence in both management and trade unions.

Conclusion
Japan is a small country. The population density is high. Resources are limited. Natural disasters cause a sense of danger. Therefore, the Japanese have a keen sense of the need for national unity. They are fully aware that their survival depends on unity and social cohesion.
The Japanese work as a group more effectively than the Europeans, especially when they are given a difficult task. Even decision-making is done in Japan by group consensus.
It can be said that Japan is a country of paradoxes. Here they reject the person as a separate individual, but show respect for the opinion of everyone.
In their book "The Art of Japanese Management" A. Athos and R. Pascal note: "The Japanese consider every person as having economic, social, psychological and spiritual needs, just as American leaders do when they specifically think about it. But Japanese leaders believe that their task is to pay as much attention as possible to the human person, not so focusing on other institutions (such as government, family or religion)."
At the same time, the family for the Japanese is a form of existence. With a fairly rigid vertical hierarchy, there is no "deification" of the leader - he is "reachable." The Japanese show respect not for the place that this or that person occupies, but for what he has done in life, for his experience.
The Japanese is disciplined, thinks in the interests of the group and is capable of extraordinary efforts to achieve the common good. The Japanese are purposeful people. They want to perfect themselves ad infinitum. They are willing to work hard for this goal. This commitment to excellence has greatly helped Japanese management in integrating European management experience into traditional Japanese culture.
"Japanese management has learned and absorbed modern principles and methods with an energy that borders on greed," said Susuma Takamiya, dean of the University of Tokyo's Department of Economics. "He has successfully tackled four major issues - technological innovation, industrialization, democratization and internationalization. All of this has not damaged cultural values such as group conscience and respect for elders." Obedience in Japan takes the form of complete submission. Japanese society is divided into separate institutions not horizontally, but vertically. The enterprise is one of such institutions. Managers and employees may have disagreements, but these are purely internal business of the firm. Both look at competing firms as their sworn enemies. Each company strives to be the first in its field. Prestige means more than profit.
In Japanese organizations, the leader occupies the most responsible position. He brings the team together. It suppresses internal conflicts. His authority is accepted by all unconditionally. The absence of it can lead to sad results: the group loses unity and drowns in internal strife.
Authority and power in Japan depend on seniority, not merit. Therefore, the leader is not always a competent person. He often fails to explain the intricacies of his business - the real work is done by his subordinates. A leader must manage people well. He must be able to inspire his team, must be able to evoke and retain the love and devotion of his staff.
Japanese management appeals to the natural healthy instincts of workers to develop their creativity, skill and consciousness. The curriculum is about stimulating collaboration at work. It mobilizes the knowledge and experience of the entire group. It further unites it and develops the spirit of cooperation. The desire to avoid working with the excuse that "this is not my job" disappears, and instead there is a willingness to take on additional responsibility.
Japanese culture reflects the Japanese passion for beauty. Their sense of beauty is multifaceted. For them, beauty is grace, elegance, a sense of nature, fine taste and refined simplicity. They are captivated by inner grace more than outward brilliance.
The Japanese concept of democracy is distinctive. It does not mean heated discussions between warring factions, does not recognize the role of the majority. All solutions are anonymous group solutions. Japan has thus become a land of... gatherings to achieve unanimous decisions.
"Harmony above all" "A world without kindness is terrible; a world without labor is decadent"

* This work is not a scientific work, is not a final qualifying work and is the result of processing, structuring and formatting the collected information, intended to be used 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 has been one of the leading economic powers in recent decades, 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 best-model competition, which often led to copying each other's achievements, all companies in the industry were drawn into competition, with the success of some offset by the loss of others, which led to lower prices and profitability. .

Strategy is the weak link in 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.

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 move up the vertical, 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 share a common base of 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.

The collection of data and their systematic use to improve the economic efficiency of production and the quality characteristics of products is 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 a production process, their main concern is obtaining 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 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.

Japanese business leaders carried out their tasks by first applying traditional management methods to new conditions, and then using the theories and methods of American management they had 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 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 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 of 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, 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 in itself can bring great satisfaction to a person.

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.

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 morale 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 turn, the religious principles of Confucianism and Zen Buddhism have had a huge influence 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 country of the Rising Sun in the mid-60s rapidly ascended the world stage as a highly developed country in the economic sense, 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 a 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 the commercial and industrial houses of feudal Japan into capitalist monopolies of the late 19th century.

In conclusion, I would like to note that in the modern period of development of international cooperation, the internationalization of management culture is taking place, which in turn makes it possible to study and apply the managerial 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 at 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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