ppt1 japanese mgmt
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CONTENTS
INTRODUCTION
MEANING OF MANAGEMENT
MANAGEMENT PROCESS
MAIN FEATURES OF JAPANESE
MANAGEMENT
JAPANESE MANAGEMENT.
CONCLUSION
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1945 HIROSHIMA &NAGASAKHI
BOMB BLAST PICTURE
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MEANING OF MANAGEMENT
LOUIS.E.BOONE AND DAVID: The
use of people and other resources toaccomplish objectives.
MARY PARKER: The act of gettingthings done through people.
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MANAGEMENT PROCESS
INPUT PROCESS OUTPUT
Land
Labor
Capital
Organizer
Planning
Organizing
Staffing
Leading
Controlling
Attainment
Organizatio
nal goals
FUNCTION OF MANAGEMET
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SPECIAL FEATURES OF JAPANESE
MANAGEMENT
SCIENTIFIC SELECTION PROCESS
LIFETIME EMPLOYMENT
SENIORITY SYSTEM
CONTINUOUS TRAININGEMPHASIS ON GROUP WORK
DECISION MAKING
COMPLICATED PERFORMANCEEVALUATION
FATHER LEADERSHIP
GOOD BENEFITS FOR EMPLOYEES
SIMPLE AND FLEXIBLE ORGANIZATION
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1 ) SCIENTIFIC SELECTION PROCESS
Few Japanese attend graduate school andgraduate training in business butpercentage is rare because there are only30 top business colleges who gain
admission and study in that colleges onlythose student have the chance to work inlarge company. That large companyconduct competitive examination. Thosestudent passed the examination they can
gain jobs but company provide their owntraining.
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2) LIFE TIME EMPLOYMENT
Lifetime employment refers to recruitment ofemployees immediately upon graduationgeneration of employment until retirement,and mandatory retirement. Though there isno formal contract, employers and
employees have an unwritten mutualunderstanding regarding their expectationabout the job. Under lifetime employment anemployee spends his entire working life with
a single enterprise. This helps generate afeeling of job security in the employee anda feeling of belongingness towards theenterprise.
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3) SENIORITY SYSTEM
This concept is closely related to the
concept of lifetime employment
companies following this concept,
provide privileges to older employees
who have been with it for a long time.
Promotion and wage increases are
based on employees length of servicein the company, not job performance.
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4)CONTINUOUS TRAINING
The secret of the success of Japanese
managers may lie in continuous training"
In western organizations, employees
receive training only to acquire a new skillor to move to a new position. In Japanese
firms howere,every young manager has a
godfather ,who is never his boss or anyone
in the direct line of authority. The godfatheris not part of the top management, but is
highly respected by others.
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5) EMPHASIS ON GROUP WORK
In most Japanese organizations, a task isnot assigned to an individual; insteadseveral tasks are assigned to a group,
which consists of a small number of peopleare treated like family members. Kaishameans my or ones company thecommunity to which one belongs andwhich is an important part of ones life.probably this is the reason why employeestake great pride in their company and itssuccess.
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6) DECISION-MAKING
The practice of managerial decision-making in Japan is built on the concept thatchange and new ideas should come
primarily from personnel belonging to lowerlevels in the hierarchy. Thus in Japan lowerlevel employees prepare proposals forhigher-level personnel. The ringi systemrefers to decision-making by consensus.The word ringi consists of two parts rinwhich means submitting a proposal toones superior and getting his approval,and gi meaning deliberations and
decisions.
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7)COMPLICATED PERFORMANCE
EVALUATION
When job description are not welldefined and when tasks areperformed by groups, it becomes
difficult to evaluate individual jobperformance objectively. Theevaluation of workers and managersin Japanese corporations takes a verylong time up to ten years and requiresthe use of qualitative and quantitativeinformation about performance.
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8)FATHER LEADERSHIP
As a kacho ,the task of a leader is notonly to supervise his people at work,but also to show fatherly concern for
their subordinates private life. Since,promotion is based on seniority, it isnot easy to move on to a kachoposition. Sufficient training andexperience are essential for anindividual to be promoted to thisposition.
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9)GOOD BENEFITS FOR
EMPLOYEES
Japanese companies provide substantialbenefits to their employees are providedbenefits such as family housing and
transportation allowances. Some companiesalso provide bachelor accommodation,scholarships for employees children, andlow-interest housing loans. Salaryenhancements become rapid after about
seven years of employment with the firm.Since the seniority-based wage systemassumes that the longer the experience, themore valuable the employee.
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10)SIMPLE AND FLEXIBLE
ORGANIZATION
In Japanese firms, very often people
are trained to be generalists. For this
reason, the organization structure in
Japan is relatively simple flexible, and
it possible for people to take up a new
challenge or a new task by forming a
new formal or informal group. Informalorganization wield considerable
power in formal organization
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JAPANESE MANAGEMENT
1) PLANNING
1)Long term orientation
2)Collective decision making with consensus3)Involvement of many people in preparing
and making the decision
4)Decisions flow bottom to top
5) Slow decision making and fast
implementation of the decision
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2)ORGANIZING
Collective responsibility and
accountability
Ambiguity of decision responsibilityInformal organization structure
Well-known common organization
culture and philosophy; competitivesprite toward other enterprises
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3) STAFFING
Young people hired out of school;hardly any mobility of people among
companies
Slow promotion through the ranksLoyalty to the company
Very infrequent performance
evaluation for new employeesPromotion base on multiple criteria
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4)LEADING
Leader acting as a social facilitator
and group member.
Paternalistic styleCommon values facilitating
cooperation
Bottom-up communication
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5)CONTROLLING
Control by peers
Control focus on group performance
Saving faceExtensive use of quality control
circles.
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