Characteristic features of the Japanese management model
Posted: Wed Jan 29, 2025 9:58 am
Strictly speaking, there is no clear definition of this concept. However, experts have formulated a number of characteristics that allow us to describe the Japanese management model. For example, Hideki Yoshihara, a world-famous researcher of management theory, names six such features:
guaranteed employment security for each employee;
creating conditions for the formation pharmacy database of trusting relationships;
the company's value systems are clear, known and transparent to everyone;
high quality taken as the basis of the entire management system;
information principle of management organization;
neatness, cleanliness and maintaining order in the work area.
Naturally, the entire system is based on employee discipline, but it is not a goal in itself. The main emphasis is on trust, both horizontally and vertically (employee - employee, subordinate - boss), understanding one's place in the team, coordination of activities and strict moral standards. In addition, each person firmly knows and has guarantees that for good work he will not only not be fired, but also has a clear option for career growth.
From here we obtain at the output a national management model that has a number of typical Japanese features:
A system of lifetime employment in which the employee identifies with his firm
The idea of working your whole life at one company is completely unacceptable for the European mentality. The Japanese perceive this from a positive side, which allows the management of companies to practically ignore the danger of staff turnover, and also to use the willingness of employees to sacrifice personal needs in the name of solving the company's problems.
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In Japan, it is rare to see an advert for a specialist with extensive practical experience in a previous position. They believe that it is more profitable and correct to take a young person and train him on the spot. In addition, the idea of "labour dynasties" is popular with them, so that children take the place of their parents. Family relations quite naturally unite the work collective. Among other things, in such a case, a relative becomes a mentor for a specific young worker, and also bears personal responsibility for the new member of the team.
guaranteed employment security for each employee;
creating conditions for the formation pharmacy database of trusting relationships;
the company's value systems are clear, known and transparent to everyone;
high quality taken as the basis of the entire management system;
information principle of management organization;
neatness, cleanliness and maintaining order in the work area.
Naturally, the entire system is based on employee discipline, but it is not a goal in itself. The main emphasis is on trust, both horizontally and vertically (employee - employee, subordinate - boss), understanding one's place in the team, coordination of activities and strict moral standards. In addition, each person firmly knows and has guarantees that for good work he will not only not be fired, but also has a clear option for career growth.
From here we obtain at the output a national management model that has a number of typical Japanese features:
A system of lifetime employment in which the employee identifies with his firm
The idea of working your whole life at one company is completely unacceptable for the European mentality. The Japanese perceive this from a positive side, which allows the management of companies to practically ignore the danger of staff turnover, and also to use the willingness of employees to sacrifice personal needs in the name of solving the company's problems.
Read also!
"32 Methods of Finding and Attracting Clients"
Read more
A Smart Approach to Hiring
In Japan, it is rare to see an advert for a specialist with extensive practical experience in a previous position. They believe that it is more profitable and correct to take a young person and train him on the spot. In addition, the idea of "labour dynasties" is popular with them, so that children take the place of their parents. Family relations quite naturally unite the work collective. Among other things, in such a case, a relative becomes a mentor for a specific young worker, and also bears personal responsibility for the new member of the team.