Japanese management model

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It is believed that the Japanese management model was formed under the influence of two factors - a creative approach to the development of foreign experience in the problems of management and business organization, as well as the consistent preservation of various national traditions.

Japanese management model

Today, the Japanese management model is one of the most effective on the planet. What is it? main secret? The answer is quite simple: the ability to work competently and correctly with people. Without exception, all experts who deal with economic issues speak about this essence of the management model.

Main features and characteristics of the Japanese management model

It must be said that in the Japanese management model, management is viewed as management with a human face. That is, the main resource is the person himself. It was through this method that Japan was one of the very first in the world to attract workers to its companies.

This operating principle has always been cultivated in Japan. By creating favorable conditions for people to work, the Japanese management model has become world famous. That's why in last years Interest from Western countries in using this management and business organization scheme has increased so much. Since Japan’s economy is developing rapidly and rapidly, this deservedly attracts interest in the models it uses to create a market for services and goods, making the country a world leader in the production of microchips, cars and other goods.

Japan has declared itself as a strong and economically competitive country.

What is the secret and what is the main feature of the Japanese management model?

The essence of the Japanese management model is that it was able to harmoniously combine the features of the American business management system and its national traditions. Such a connection became possible as a result of historical processes: war, devastation, American occupation and, as a result, the fight against poverty.

True, the management principles that are inherent in the US economy were actively used in Japan. For example, the idea of forcing a person to work in one company belongs to the United States, but this scheme was fully implemented in Japan. As a result, an unexpected and enormous success was achieved. Some argue that this also hides the shortcomings of the Japanese management model, but the productivity of using this model tells a completely different story.

Features and concept, as well as the influence of the Japanese management model on the world economy

Japan was able to use the most advantageous management concepts that were created in the West. By preserving its values and adapting them to its national characteristics, it contributed to the formation of a new style of economic thinking. Japanese managers were able to create an ingenious method of organizing business, which has found recognition throughout the world.

In the Japanese management model, there is a rule - “we are all one family.” Perhaps this is one of the secrets of success, which is often confirmed by sociological surveys conducted in these companies.

The organizers try to create an atmosphere of self-stimulation and self-motivation. The work team should always have a goal, and everyone strives to achieve it in a friendly and organized manner. The term “profession” is identified not with work activity, but with a way of life.

Perhaps this is where the shortcomings of the Japanese management model lie, but to deny the effectiveness of using such economic system impossible!

Japanese model management was formed under the influence of the creative development of foreign experience in the field of organization and management and the further consistent preservation of national traditions.

The Japanese management model is recognized as the most effective global model, main reason The success of which is the ability to work with people.

It is Japan that is the first in the world to develop modern management with the involvement of all employees in the activities of the enterprise, in the production of high-quality goods (services) at minimal costs. Japan is a country with poor natural resources, so the principle has traditionally been cultivated there: “wealth is in human resources.” In accordance with this principle, the country has created conditions for the most efficient use of all resources.

Japanese management model

IN modern world All more countries turn to the Japanese experience of management, its forms and methods of management. The Japanese management model provoked the rapid successful development of the economy of this state, which gave it the opportunity to occupy a leading global position.

Today, Japan is the world's largest manufacturer of passenger cars and a leader in the production of almost all types of mass-produced semiconductor chips. Japan is recognized as the most competitive state in the world, occupying a leading position in ensuring literacy, social policy, and quality of life.

The Japanese management model is due to a high level of management, the basis of which was created by such scientists and researchers as Honda, Matsushita, Kurata, Ishizaka, Morita, Ibuka, etc.

Development of the Japanese management model

The Japanese management model began its development partly under the influence of local traditions, partly due to the American occupation after the Second World War. Also, the emergence of the Japanese management model was determined by a reaction to the need to combat poverty and devastation that came after the war.

The process of formation of the Japanese management model was influenced by American ideas in the field of management. For example, the most important idea of Japanese management is that an employee must work in one enterprise all his life. This idea came from America and had a huge effect in Japan.

Japanese management

The Japanese management model continually applies the most useful management concepts of Western countries, including their methods and techniques. Japan adapts the resulting techniques to its own national characteristics and preserves its values, which contributes to the establishment of a special style of thinking and methods that are characteristic only of Japanese managers.

The Japanese management model is based on the concept of “we are all one family.” For this reason, the most important task of Japanese managers is to establish normal relationships with employees, creating an understanding that employees and managers are one family. Enterprises that manage to achieve this achieve maximum success.

Practice has shown that employees who work together for a long time begin to create an atmosphere of self-motivation and stimulation. Management in this case is mainly advisory in nature, since under such conditions there is no need for too clear a definition of everyone’s responsibilities. After all, every employee is already ready to do what is necessary.

Japanese control system

Every Japanese employee closely identifies himself with the company in which he works, he is convinced of his importance and considers himself indispensable. In Japan, the concept of “profession” is identified with work, practically designating the organization (enterprise) where they work: a worker in Japan, in response to a question about his profession, names the enterprise in which he works.

The Japanese management model strengthens the employee's identification with the company, sometimes leading him to the point of sacrificing the company's interests. This is manifested in the fact that employees of Japanese enterprises rarely use a day of rest or a day off, unconditionally perform extra-urgent work, and do not fully use paid leave, thinking that otherwise they will demonstrate insufficient dedication to the enterprise.

Examples of problem solving

EXAMPLE 1

MOSCOW STATE UNIVERSITY

ECONOMICS, STATISTICS AND INFORMATION SCIENCE

COURSE WORK

in the subject "Management"

on the topic: “Japanese management model”

Completed by: Kondrashkin S.A.

code No. 94057

Introduction........................................................ ........................................................ ........................................................ ........................................

I. Principles of Japanese management.................................................... ........................................................ ............................

II. Behavior in the organization................................................................... ........................................................ ...............................................

III. Control system................................................ ........................................................ ........................................................ ........

IV. Control labor resources...................................................................................................................

V. Quality management system................................................... ........................................................ ............................

VI. Trade unions in Japan................................................................... ........................................................ ........................................................ .

VII. The role of Japanese philosophy and art.................................................... ........................................................ ........

Conclusion................................................. ........................................................ ........................................................ ............................

References................................................ ........................................................ ......................................

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MINISTRY OF EDUCATION AND SCIENCE OF THE RUSSIAN FEDERATION

Federal Agency for Education

St. Petersburg State University service and economy

Course work

In the discipline "Fundamentals of Management"

On the topic “Features of the Japanese management model.”

students

Checked: ______________________

FULL NAME. teacher

"_____"______________ 2010

Saint Petersburg

Modeling allows us to analyze reality by formally isolating key variables, suggesting possible relationships, and predicting likely outcomes of change. Models help us understand complexity real life and not ignore her, but take her as an “ally”. Charles Handy noted that theories: “Help to explain the past, which in turn helps to understand the present, predict the future, which allows us to influence it and bring relative order to it.

Today, the main problem of management can be considered the question of organizing flexible production capable of meeting demand in rapidly changing markets, which means that managers are primarily interested in models that offer ways to organize activities as elastically as possible. Modern theories reflect this interest by offering organizations various ways survival in a highly turbulent and competitive world, focusing the attention of company management on production flexibility, quality of goods and services and low costs.

Description of the Japanese management model.

Modern management methods developed in Japan in the context of post-war devastation, which confronted leaders with the task of restoring social, political and economic life. Under the influence of the American occupation administration, future Japanese managers became 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.

The managers of Japanese enterprises carried out their tasks by first using traditional methods management to new conditions, and then with the help of the theories and methods of American management they had acquired. They tried not only to creatively apply pre-war experience to new conditions, but also to learn useful lessons, absorb new ideas and thus find a new, Japanese path 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 lifetime employment system and the collective decision-making process.

Japanese society is homogeneous and imbued with a spirit of collectivism. The Japanese always think on behalf of groups. A person is aware of himself, first of all, as a member of a group, and his individuality - as the individuality of a part of the whole. The guiding principle of Japanese management is in agreement with the research of E. Mayo, who showed that work is a group activity.

The question of which human traits will be strong enough to rely on in the context of rapid changes in social psychology and ethical values, for Japan, as for other countries, still remains open. Many researchers believe that even the seemingly most modern features thinking and feeling of individuals and social groups are the product of past eras and will disappear as society develops. The change in management methods in Japan today is characterized by increasing freedom to choose concepts to create optimal systems, but traditional management methods are not forgotten.

Another important feature of Japanese management is the concept of continuous learning. The Japanese are confident that continuous learning leads to constant improvement of skills. Every person can improve his or her job performance through continuous learning. 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 duty in mastering excellence without the expectation of any material gain.

The Japanese are receptive to new ideas. They love to learn from other people's mistakes and benefit from other people's experiences. 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 products technical progress. Innovation is the basis of economic growth, and the Japanese are truly committed to it.

The formula “enterprise is people” is the sincere belief of employers. Japanese managers instill in their employees not only technical skills, but also moral and ethical values.

The Ringi system of group decision-making can be seen as an outgrowth of the concept of “human potential”. According to it, responsibility for decision making is not personified. Behind decision The entire group is responsible. It is assumed that no one person has the right to make a decision alone.

We can look at the group's decision-making process in more detail. The essence of the Ringi system is that decisions must be made by consensus. The system requires that the decision be made by everyone. If someone is against it, the proposal returns to its initiator. This approach is still retained, although the procedural part of the Ringi system has undergone changes. Each proposal is discussed in informal groups. A decision is never submitted for formal discussion without an informal one.

Here's how Richard Halloran describes the group decision-making process: “In a formal discussion, each member of the group expresses a small part his thoughts on this matter, but never comes out with a complete convincing speech. The Japanese, who have extremely sensitive egos, do not want to fall into the state of being in the minority or, even worse, having a dissenting opinion. 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 largely in agreement with the minimum solution, he summarizes the group's opinions, asks if everyone agrees, and looks around the room for nods of approval. Not a single cry was heard."

It is necessary to clearly understand that Japanese method assumes complete unanimity. This is not a majority decision. The Japanese abhor the tyranny of the majority. If there is no complete unanimity, the decision is not made. If a decision is opposed by the views of a small minority, he is persuaded to respect the views of the rest. This compromise position will be rewarded later. It is considered impolite for a Japanese to openly object to an elder or superior: disagreement must be expressed very diplomatically.

Management power in Japan is perceived to be legitimate and is therefore readily accepted and respected. Workers feel that their managers are more educated and competent. Managers do not have excessive privileges that could cause jealousy. Their salaries and other rewards are considered modest in comparison to their merits. And effective management is a necessary condition for the prosperity of the workers themselves.

The conclusions that can be drawn from the Japanese management system are:

* people receive satisfaction from dependence, determined by a 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 spirit of corporate spirit in the team, uniting workers with common interests and understanding of common goals of work;

* When an environment that supports group decision-making is created, all team members can contribute to achieving goals to the fullest extent of their abilities.

Management control is an abbreviated definition of management planning and feedback, which is a tool for managers to achieve organizational goals. A person’s ability to manage has certain limits, so the optimal scale of the business must be found to allow it to be managed effectively.

It should be noted that management control over the implementation of assigned tasks is carried out not by adopting certain directives, as is customary in traditional management, but by providing assistance and identifying weak links in production process(the word “control” is associated not with the “detection-punishment” model, but with the “check-help” model).

To get rid of subjectivity, Japanese managers, wherever there is the slightest opportunity, use 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 do not waste their energy. Everything is executed flawlessly, which is the essence of good management.

To maintain discipline and improve performance, Japanese management relies more on rewards than punishment. Rewards are issued for useful suggestions, for saving lives in accidents, for outstanding performance in training courses, for excellent performance of duties and for “dedication to his work as a model for his colleagues.” These rewards are different types: certificates, gifts or money and additional leave.

Japanese managers resort to punitive measures extremely reluctantly. In contrast to the tactics of intimidation with punishment, Japanese management pays attention to Special attention workers’ self-awareness and therefore uses “slogan tactics” to encourage greater 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, the 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 is becoming strategic factor due to the need for a guarantee of lifetime employment.

One of distinctive features Japanese management is human resources management. Japanese corporations manage their employees in such a way that they work as efficiently as possible. To achieve this goal, Japanese corporations use American personnel management techniques, including effective systems wages, analysis of labor organization and workplaces, employee certification and others. But there are also big differences between American and Japanese management. Japanese corporations take greater advantage of their employees' dedication to their companies. Employees' identification with the corporation creates strong morale and leads to high performance. The Japanese management system tends to strengthen this identification, bringing it to the point of sacrificing the interests of the company.

The Japanese employee identifies himself very closely with the corporation that hired him. Both senior officials and ordinary executives 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 identifying himself with the company. Another manifestation is that a Japanese employee, 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, because they believe it is their duty to work when the company needs it, thereby demonstrating their loyalty to the company.

Theoretically, than longer person works in an organization, the stronger should be his identification with it. Japanese corporations provide job security to their employees and use a reward system based on seniority to prevent employees from leaving for another company. Those who transfer to another company lose their seniority and start all over again. The entire system of lifetime employment is based on the security of the employee's employment and the guarantee of his promotion. In turn, every employee or ordinary worker receives satisfaction from his own effectiveness at work, knowing that his actions will someday be evaluated.

Employment in Japan is of particular importance. This is not just a matter of contract between employer and employee. It has emotional and moral implications.

Japanese workers work methodically and devotedly. They are punctual. Only a little relaxation is possible 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 when they fail. They do not feel that they are being exploited by the company. Japanese workers are as free to express pride in their work as they are to express their loyalty to the company.

Lifetime employment is not legal right. His statement is a tribute to a tradition that may have originated in a primitive community and received a complete form in Japanese feudal society. The company has a moral obligation to take care of its employees until retirement. The staff is recruited on the basis of personal qualities, biographical data and character. Loyalty is valued more than competence. Every worker is treated like a family member. Likewise, if financial difficulties arise, everyone bears the reduction in income with dignity.

In such circumstances, human resource management is especially important. Japanese managers believe that people are their greatest asset. When selecting applicants for top-level management, the ability to manage people is most valued.

The Japanese have certain qualities that are indispensable in industrial management. One expert said: “In Japan, everyone does not exist as an individual, but solely as a member of a large group.” The individual identifies himself with the group. Her aspirations are the aspirations of the group; the person is proud of the work of this group. He is fully aware that he is a member of the team and does not strive for 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 reduced to a minimum.

Since the company must function as one cohesive team, the qualities that are most valued 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 increase group solidarity.

Thus, management always thinks from the group's perspective. The group is responsible for the success of the business as well as for the failures. Therefore, individual workers are rarely blamed for failures, especially if they are creative failures or related to a risky enterprise. In Japanese firms, decisions are made by the group. Subordinates formulate their proposals and convey them to interested parties. After group discussion has set general tasks, each employee determines his own and begins to implement them. If it is noticed that a subordinate is not able to control the situation, the middle manager will intervene and will personally provide leadership. This attitude inspires confidence that personal failures and mistakes, in general, are not a problem; a senior will always help you get out of it. difficult situation. Thus, the emphasis is not on avoiding failure, but on achieving positive result. This requires mutual understanding.

A person needs self-respect: he loves to bear responsibility and improve his knowledge and skills. In this case, according to the Japanese, he has a long creative life. Focusing efforts on solving the company's problems leads to his own development and the progress of the company. Managers in Japan constantly explain company goals and policies to their workers, who are free to express their opinions on the matter. Workers have free access to management. The company's success is their success.

The historical prerequisites for quality management were the nationwide movement “for the absence of deficiencies,” which developed into an integrated method of quality management. This movement had a significant impact not only on the quality of goods, but also on the awareness of each worker's responsibility 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. The tasks within the framework of 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 at the work site

3. comprehensive development of employees’ abilities and focus on using these opportunities in the interests of the company.

TQM penetrates people's minds and helps identify false information. It helps firms avoid using erroneous data on production and sales of products. “Knowledge is power” is the slogan of integrated quality management.

Three main features of Japanese industrial organizations are noteworthy: first, lifelong employment, second, the influence of seniority on wages and salaries, and third, unionization.

Japanese management accepts the union as a legitimate intermediary between management and workers in matters of wages. But since trade unions in Japan are not divided by profession, but are a union of workers of the same company, they share management values such as productivity, profitability and growth. This does not mean that trade unions are servile: they retain their independence. They constantly monitor the correct compliance with all agreed standards.

The unions are fully aware that workers can improve their standard of living only by increasing productivity, so they have begun to cooperate with management. Continuous, integrated consultation is required on all issues that impact performance. The modernization process is not straightforward. Oversupply may occur work force. But all these problems can be solved through cooperation. 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 company. They critically examine and, when necessary, question management's goals and policies. In this way, they can develop constructive relationships with management by collaborating with them. Unions constantly compete with management in social and charitable activities. Trade unions in Japan are constantly striving to raise workers' consciousness.

It should be noted that the importance, resources and power of management are not comparable with the resources of trade unions. But the union leaders and management share two basic assumptions: firstly, the prosperity of the company creates conditions for solving other problems, and, secondly, hating each other does not benefit anyone.

In general, in Japan there are fewer complaints and claims against management 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 managers of Japanese companies pay great attention to the welfare of their workers. This naturally increases their confidence in both management and trade unions.

The Anglo-American model is used in corporations in the UK, USA, Australia, New Zealand, Canada and some other countries. It is characterized by the presence of individual shareholders and an ever-growing number of independent shareholders, i.e. shareholders not affiliated with the corporation (these are called "outside" shareholders or " outsiders"), as well as a clearly developed legislative framework defining the rights and responsibilities of three key participants: managers, directors and shareholders and comparatively simple mechanism interactions between the corporation and shareholders, and among shareholders, both at and between annual general meetings.

Incorporation is a common way for UK and US corporations to accumulate capital. It is therefore not surprising that the United States has the world's largest capital market, and the London Stock Exchange is the third largest in the world in terms of market capitalization after New York and Tokyo. Moreover, there is a causal relationship between the prevalence of equity financing, the size of the capital market and the development of the corporate governance system. The United States is the largest capital market and at the same time the home of the most developed proxy voting system and unprecedented activity of independent (institutional) investors. The latter also play an important role in the capital market and in UK corporate governance.

The Anglo-American model, which developed under free market conditions, involves the separation of ownership and control in the most large corporations. This legal separation is very important from a business and social point of view, because investors, by investing their money and owning the enterprise, are not legally responsible for the actions of the corporation. They delegate management functions to managers and pay them to perform these functions as their business agents. The fee for the separation of ownership and control is called "agency services."

The interests of shareholders and managers do not always coincide. Corporate legislation in force in countries that apply the Anglo-American management model resolves this contradiction different ways. The most important of them is the election by shareholders of a Board of Directors, who becomes their trustee and begins to fulfill fiduciary obligations, i.e. act in favor of shareholders when exercising management control functions.

The increase in the number of institutional investors has led to increased influence. In turn, this entailed legislative changes that contributed to their activation as participants in corporate relations.

Traditionally, the Chairman of the Board of Directors and the Chief Executive Officer were the same person. This has often led to various abuses, in particular the concentration of power in the hands of one person (for example, the board of directors is controlled by one person who is both chairman and chief executive officer); or the concentration of power in the hands of a small group of individuals; The Management Board and/or the Board of Directors attempt to maintain power over a long period of time, ignoring the interests of other shareholders ("entrenchment"); as well as a gross violation of the interests of shareholders. Currently, both American and British corporations are gravitating towards including all more independent directors.

There are a number of factors that have contributed to the increase in the number of independent directors on UK and US corporate boards. These include: a change in the ownership structure, i.e. the increase in the number and influence of institutional investors and their participation in voting at annual general meetings of shareholders, as well as recommendations from independent self-regulated organizations such as the Committee on financial matters corporate governance in the UK and various joint stock organizations in USA.

Board composition and board representation remain important issues of concern to shareholders in the UK and US. This may be because other corporate governance issues, such as information disclosure and mechanisms for interaction between corporations and shareholders, have largely been resolved.

Boards of directors in the UK and US are smaller in size than in Japan. A 1993 survey of the 100 largest U.S. corporations by the Spencer Stewart Corporation found that the size of boards of directors was decreasing, with an average of 13 members, down from 15 in 1988.

Laws governing pension funds also have an impact on corporate governance. In 1988, the US Department of Labor, which is responsible for the activities of private pension funds, ruled that these funds have a fiduciary duty, that is, they act as “trustees” of their shareholders in the affairs of the corporation. This ruling had a strong impact on the activities of private pension funds and other institutional investors: they became interested in all matters of corporate governance, shareholder rights and voting at annual general meetings of shareholders.

It should be noted that in the United States, corporations are registered and incorporated in a specific state, and the laws of that state form the basis of the legal framework for the rights and responsibilities of the corporation.

Compared to the capital markets of other countries, particularly Japan, the United States has the most stringent disclosure rules and a clear system of relations between shareholders. As mentioned above, this has direct relation to the size and importance of the market valuable papers in the US economy and internationally.

In the Anglo-American model, institutional investors and various financial specialists monitor the activities of the corporation and corporate governance. These include investment funds (for example, index funds and industry-specific funds); venture capital funds, or funds that invest in new corporations; agencies that evaluate the creditworthiness of borrowers or the quality of securities; auditors and funds focusing on bankrupt enterprises or unprofitable corporations. In the Japanese model, many of these functions are usually performed by one bank. That is, in Japan there is a strong relationship between a corporation and its main bank.

For a deeper understanding of the essence of the Japanese management style, it seems appropriate to consider the main differences in the very approach to the formation of a management system in the American and Japanese management schools. The most significant differences are in the following aspects:

Personnel policies in US companies are usually built on more or less the same principles in the following areas.

American firms that use traditional hiring principles focus on specialized knowledge and skills. General criteria for personnel selection are: education, practical work experience, psychological compatibility, ability to work in a team.

American firms focus on the narrow specialization of managers, as well as engineers and scientists. American specialists, as a rule, are professional in a narrow field of knowledge and therefore their promotion through the management hierarchy occurs only vertically, which means that a financier will make a career only in this field. This limits the opportunities for advancement through management levels, which causes the turnover of management personnel and their transfer from one company to another. In Japan, a worker who comes to work is the so-called “ blank slate“Improving oneself in the course of work, passing from the lowest level to the upper one.

In American companies, when hiring potential candidates, they undergo testing to determine their professional qualifications. Typically, each company develops its own selection criteria and hiring procedure. After hiring, an induction procedure is carried out, when the employee is introduced to his responsibilities in accordance with instructions limited to his narrow specialization, and is not introduced to the activities of the company as a whole and its organizational culture.

Japanese companies are of the opinion that a manager must be a specialist capable of working in any area of the company, and not in its individual functions. Therefore, when upgrading one’s qualifications, the head of a department or division chooses to master a new area of activity in which he has not worked before.

Japanese companies use the following criteria as criteria: combining professions, the ability to work in a team, understanding the significance of one’s work for the common cause, the ability to solve production problems, link the solution of various problems, write competent notes and the ability to draw graphs.

Typically, potential candidates are pre-screened for their ability to work in semi-autonomous teams.

Japan has its own specifics in personnel management, which were discussed in detail in the first chapter. Taking into account all of the above about the features of personnel management in Japan, the following basic principles of the Japanese type of management can be identified:

The interweaving of the interests and spheres of life of firms and workers: the employee’s high dependence on his company, providing him with significant special guarantees and benefits in exchange for loyalty to the company and willingness to protect its interests;

The priority of the collective principle over individualism, encouraging the cooperation of people within the company, within various small groups, an atmosphere of equality between employees regardless of their positions.

IN modern conditions The training and retraining of managers is given great importance both at the official level and at the level of individual companies.

Each company practically has its own retraining system. New employees are required to undergo retraining annually, as a result of which the learning process is continuous.

In 1985, the United States spent $60 billion on all forms of management education, including $13 billion on managerial development.

Japanese firms spend three to four times more on training per employee than American firms. In Japan, continuing education is part of the labor process, on which each employee spends approximately 8 hours a week, including 4 hours from work time and 4 hours from personal time.

The basis of the Japanese vocational training system in companies is the concept of the “flexible worker”. Its goal is to select and train workers not in one, but at least in two or three specialties, and then improve their skills throughout their lives.

American companies highlight accelerating the turnover of invested funds and increasing the value of shares as their main tactical objectives. It is by these indicators that the effectiveness of the management apparatus is determined.

Japanese companies usually highlight expanding market share and increasing the share of new products in the total volume of products as their main operational goals, which, according to the leaders of these companies, should ensure increased competitiveness and profits, but not only in the short term, but also, moreover, important in the long run. Similar target orientation significantly influences the production and sales strategy of corporations, as well as the features of the construction and operation of the entire management system.

For American company in accordance with the selected tactical goals (focus on current profitability), a primary focus is on maximum flexibility of the management system in terms of distribution and redistribution of all types of resources to increase profits in the short term section. For For the implementation of such installations, formalized organizational charts with a clear formulation of sets of goals for each manager are most suitable.

In contrast, the orientation of Japanese companies towards maximizing profits in the long term leads to the fact that the company’s management apparatus is formed on principles that provide long term new accumulation of management resources, universal training and retraining of management personnel with their connection to this company for a long period of time

The management style that prevails in Japanese companies ompa nia, focused primarily on group activities. When implementing managerial influences, the emphasis is on including everyone, including the leader, in the activities of the group. At This creates conditions and takes special measures to establish horizontal connections and coordination mechanisms both within groups and between all groups throughout the company, which significantly reduce it is playing around the possibility of conflict. Therefore, the ideal manager in Japanese appears person com, capable of providing effective functioning a team of like-minded people led by him, in which the individual successes of each directly actually depend on and are related to successful collaboration activities.

Many people call the TOYOTA system the Kanban system. This definition is incorrect. The TOYOTA system is a method of organizing the production of products, while Kanban is a means of implementing a just-in-time system. In short, Kanban is information system, allowing you to quickly regulate the quantity of products at various stages of production. Without correct fulfillment of other conditions production system, such as rational production organization, work rationing, production balancing, etc., the just-in-time principle will be difficult to implement despite the use of the kanban system.

Kanban is usually a rectangular card in a plastic envelope. Two types of cards are common: selection and production order. The selection card indicates the number of parts that should be taken from the previous processing section, while the production order card indicates the number of parts that should be manufactured at the previous production section. These cards circulate both within TOYOTA enterprises, and between the corporation and companies cooperating with it, as well as at branch enterprises. Thus, Kanban cards carry information about the quantities consumed and produced, which allows for just-in-time production.

Let's assume that we are producing products "A", "B" and "C" on an assembly line. The elements necessary for assembling parts “a” and “b” are manufactured at the previous production site. Parts "a" and "b" produced in this process are stored along the conveyor and kanban order cards are attached to them. A worker from the assembly line producing product “A” arrives at the production site of part “a” with an order card to take the required number of parts “a”. At the warehouse near the conveyor, he receives the number of parts indicated on the card. He then delivers the resulting parts to his assembly line along with selection cards.

At this time, the production order cards remain in the warehouse at production line "a", showing the number of parts taken. They inform the order for the production of new parts on a given production line. Part “a” is now produced in the quantity corresponding to that indicated on the production order cards.

Japan is a small country. Population density is high. Resources are limited. Natural disasters cause a feeling of danger. Therefore, the Japanese have a strong sense of the need for national unity. They're in to the fullest realize that their survival depends on unity and social cohesion.

The Japanese work as a group more effectively than Europeans, especially when tasked with difficult task. Even decision making is done in Japan through group consensus.

We can say that Japan is a country of paradoxes. Here they reject the individual as an individual, but show respect for everyone's opinions.

In their book “The Art of Japanese Management,” A. Athos and R. Pascal note: “The Japanese view every person as having economic, social, psychological and spiritual needs, just as American leaders do when they specifically think about this. But Japanese leaders believe that their task is to focus as much attention as possible on the human person, rather than focusing so much on other institutions (such as government, family or religion).” At the same time, family is a form of existence for the Japanese. 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 specific things 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 improve themselves endlessly. They are willing to work hard for this goal. This pursuit of excellence greatly helped Japanese management in integrating European management experience into traditional Japanese culture.

“Japanese management has studied and absorbed modern principles and methods with an energy bordering on greed,” said Susuma Takamiya, dean of the Faculty of Economics at the University of Tokyo. “He successfully tackled four major issues - technological innovation, industrialization, democratization and internationalization. None of this has harmed cultural values such as group consciousness 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 differences, but these are purely internal matters of the company. 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 everyone unconditionally. Its absence can lead to sad results: the group loses unity and drowns in internal strife.

Authority and power in Japan depend on seniority, not merit. Consequently, 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 and must be able to attract and maintain the love and loyalty 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 in work. It mobilizes the knowledge and experience of the entire group. It brings it together even more and develops a spirit of cooperation. The desire to avoid work with the excuse that “it’s not my job” disappears, and instead there is a willingness to bear additional responsibility.

During the 30-40 years of post-war development, Japanese management and the Japanese economic model allowed the country to effectively mobilize the personal and social potential of the people to realize constant growth production, preventing excessive society and preventing the distortion of socio-economic relations under the influence of criminal elements.

Understanding Japanese management will certainly help Russian business executives, economists, and businessmen to better understand the problems of their country's economy and provide an opportunity to improve production. Moreover, enterprises operating “in the Japanese way” have already been created in the USA, Great Britain, Malaysia, Thailand and many other countries. One example is the German concern Porsche, which by 1992 found itself on the verge of bankruptcy. The help of a Japanese consulting firm consisting of former Toyota employees gave brilliant results: car production increased, the number of personnel decreased by 19%, the occupied territory decreased by 30%, profits appeared, and the range of products increased.

Mastering the core of Japanese management - rejection of narrow specialization, universal development of the employee and stable employment associated with such development, rotation of personnel within the company, training on the job, etc. - is necessary for every company that wants not only to succeed, but at least to exist .

1.Semenova I.I. Management history: Tutorial for universities.

2. Vakhrushev V., Principles of Japanese management. - M: FOZB, 1992.

3. Kravchenko A.I. History of management: Textbook for university students. – M.: Academic Project, 2002.

4. Personnel management and labor relations in Japan // Personnel management. 2001. -№7.

5. Meskon M.Kh., Albert M., Khedouri F. Fundamentals of management: Trans. from English – M.: Delo, 2000. – 704 p.

6.Hiroshi Hazama. History of labor management in Japan. London, 1997

electronic resource

http :// www . xserver . ru / user / suprj /

When considering management models, two types are usually distinguished: Japanese and American.

Japanese management model was formed under the influence of two factors:

Creative development of foreign experience in the field of organization and management;
Consistent preservation of national traditions.

In connection with the above, the analysis of Japanese character traits is of interest. The most important of them: hard work, restraint and diplomacy, receptivity to new things, frugality.

Japan is characterized by a commitment to collective forms of organization (groupism). The collaborative nature of the work requires the ability to get along with people. Also highly valued life experience, much attention is paid spiritual development personality.

The so-called doctrine of paternalism has become widespread in Japan. Paternalism (from the Latin paternus - paternal, pater - father) is the doctrine of the “fatherly”, “charitable” attitude of entrepreneurs towards employed workers. Hence, there is a tendency towards democratic forms of interaction during work.

It is losing its leading position in the world, and recently it has begun to acquire certain features of the Japanese model.

The features of this model are largely due to national characteristics Americans: the ability to fight to the end, to assert their superiority and vitality. They emphasize their exclusivity, “God’s chosenness,” and strive to achieve quick and great success. They pay great attention to their work. For them characterized by the struggle for. Until recently, America was dominated by a one-man management style; firms were characterized by strict discipline and unquestioning obedience with purely external democracy.

Let's give comparative characteristics Japanese and American management models in the table.

Characteristics
Characteristics	Japanese management model	American management model
Dominant qualities of a business person	Ability to work in a “team”, team orientation, refusal to stick out one’s own “I”, unwillingness to take risks	Refusal of individualism, transition to collective forms, desire for calculated risks
Criteria for promotion	Life experience, good knowledge of production. Slow promotion	Highly qualified and able to learn. Progression in positions occurs quickly.
Professional competence	Generalist specialists, special requirements and forms of advanced training: mandatory retraining; rotation of place of work (position); written work reports.	The tendency to move from narrow specialization to mastering several related specialties. Traditional forms training and advanced training.
Decision making process	Bottom-up, decision-making based on consensus; The decision takes a long time to be made and is implemented quickly.	Top-down, individual decision-making by the manager; accepted quickly, implemented slowly.
Attitude of employees towards the company and work	Lifetime employment, moving to another company is considered an unethical act. The main motives of employee behavior are characterized by social psychological factors(a sense of belonging to a team, etc.).	Short-term hiring, frequent job changes depending on material benefits. The main motive is economic forces(money).
Character carrying out innovation	Evolutionary way	Revolutionary way
Form of business relationship	Personal contacts based on mutual trust	Contracts