eastern & western management styles germany, the u.s. and japan carola carstens, nina kummer,...
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Eastern & Western Management Styles
Germany, the U.S. and Japan
Carola Carstens, Nina Kummer, Britta Upsing
Introduction
What is Management?
Staffing Leadership and Career Development Compensation System Motivation and Evaluation
Communication
Introduction
What is management ?
Takeo Fujisawa, Founder of Honda Motor Company:
„Japanese and American management are 95 per cent the same, yet differ in all important respects.“
Career development
Recruitment in Japan
directly from school with a focus on general characteristics instead of technical skills as one is employed for a lifelong period
Career development
A successful career
After 10 years: promotion to kacho
After 20 years or more: promotion to bucho Not before the age of 50: possible promotion to
directorship
Career development
Career perception
Japan
Life-long employment
Seniority promotion
Ultimate goal: broad experience
Germany
Short-time employment possible
Promotion on merit Increased mobility Specialists
Compensation System
Factors that determine salary
Prevailing pay Bargaining power of unions Individual needs Job requirements Seniority and education Ability to pay
Compensation System
The pay-package in Japan
Monthly base-pay Semi-annual bonus Allowances and benefits
Motivation and Evaluation
Sources of Motivation
Similarities
Responsibility Challenge Interesting work Recognition Money is secondary
Differences
Seniority wage Promotion system Importance of the group
Conclusion
HRM: Japan - USA
Importance of the company for Japanese and American employees:
In: Japanese Management, p. 155
73% of the Japanese
79% of the Americans
Conclusion
HRM Japan - USA
JAPAN USA
top priority given to human assets in management
primary importance will be accorded to numbers and laws rather than to people
regular employees ∼fixed assets
well-being is crucial
employees = semi-variable assets can be hired and fired as needed
Conclusion
HRM in Japan
„people-centered management“
Japanese companies exist primarily “for the well-being of Japan and its people”
people before profit ?
Conclusion
HRM in Japan
Uchi no kaisha*:
„Ein Unternehmen ist nichts Fremdes, Abstraktes oder Unangenehmes, sondern ein eminent nützlicher, allseits Wärme spendender Organismus.“
* kaisha = „Firma“, lit. „soziales Beisammensein“
Office Layout
Office Layout
“I share a spacious office area with other administrative staff members. When we work together in one big room, we can talk casually to one another. There are a lot of suggestions and ideas exchanged in these conversations.”
(the president of Honda American Motors)
Formal and Informal Company Structure
Groups
Working groups with family-like ties Identification with the group The group rather than a single individual is
rewarded or blamed in case of failure
Harmony is maintained
Formal and Informal Company Structure
Working groups
Group members are aware of their status Individual needs are deemphasized in order to
maintain harmony Dependency relationships
Formal and Informal Company Structure
Rice cultivation
until 100 years ago, 5/6 of the population was employed in rice cultivation
Only 10% of the land can be cultivated Crowdedness
Cooperation is necessary
Formal and Informal Company Structure
Habatsu (Cliques)
Informal groups
Membership is based on unchangeable criteria– Graduating from the same university– Having a common hometown
Communication
Communication
office-layout supports the free flow of information
everybody is kept up-to-date communication even vertically is easy face-to-face communication is often continued
in a restaurant etc.
high-context situation
Communication
Communication
JAPAN USA
oral preferred form of communication
non-binding „inefficient“
written „last resort“, seen as formal, cold, lacking the reciprocal give-and-take
preferred form of communication: contracts, memos...
non-verbal
very important, subtle, „fine art of communicating desires and feelings without words“, „honne – tatemae“
not very developed
(low-context culture)
Communication
Decision Making
popular view:
catchwords:
but reality is a little more subtle...
JAPAN USA
bottom up top down
JAPAN USA
group process individual process
Communication
Decision Making - Japan
Cultural background: “Wa”: harmony - the essence of Japanese life „Kyodotai“: harmonic, organic cooperation of a
community with friendly mutual support and understanding
decisions are ideally made in this atmosphere of friendly cooperation unanimity solidarity
Communication
Decision Making - Japan
RINGI system of decision making
nemawashi: „preparing the ground“
frequent „sound-outs“ on views and positions (uchiawase)
ringi-seido: circling process
Communication
Decision Making – Japan
ringi-seido 1
decision form („ringisho“)
ok!ok?
sound discussion with the affected sections/ people
proposal
fills out
Communication
Decision Making – Japan
ringi-seido 2 proposal is forwarded to all relevant sections/ people
each will make comments on a sheet attached to the back of the proposal
section x section y...
Communication
Decision Making – Japan
ringi-seido 3 the decision will be
made by top management based on the comments from all people involved in the process
official announcement of the approval
Communication
Decision Making – Japan
Pros: elimination of dissension through participation of a large
number of people participation of employees even at lower levels cumulated expertise gradual improvement/correction no individual responsibility -> daring and progressive
decisions gather opinions of other sections (no “nicht mein Bier”) smooth/ more efficient implementation
Formal and Informal Company Structure
Two sides of an organization
FORMAL INFORMAL
“official side” “working side”
organization charts cliques
designated work units informal leaders
job specifications channels of informal communication
titles
ranks
lines of authority
Formal and Informal Company Structure
Kacho
Informal leader Head of department position between management and workforce mediator
Formal and Informal Company Structure
Informal Structure in Japan
Informal Informal leaders leaders groups groups channels of communicationchannels of communication
supplement a steep hierarchy.supplement a steep hierarchy.
Informal and Formal Company Structure
Organic versus Mechanistic View
Organic:Organic:
The organization as a living organismConstantly in progress
Mechanistic:Mechanistic: The organization as a static scheme
Strive for equilibrated states
Informal and Formal Company Structure
Management
management in Japan has to coordinate, integrate and motivate
in America management rather means supervising others
Hierarchy
Hierarchy
Strict hierarchical order Secured spheres of control
Managers are other-oriented In the West most managers are self-oriented
Hierarchy
Power
Power is based on a person‘s function In Western organizations power is based on a
person
Less competition in Japan than in Western cultures
Hierarchy
Leadership
an effective leader in Japan is above all:
- a catalyst
- a coach
- a source of inspiration for his team
Summary
Management and working styles 1
JAPAN WEST
generalists specialists
promotion by seniority promotion by performance
conflict is solved privately conflict is solved in public
people-oriented task-oriented
long-term planning short-term planning
informal communication formal communication
decision by consensus decision by majority
interdependency interdependency is viewed sceptically
Summary
Management and working styles 2
JAPAN WESTreciprocal commitment between managers and workers
less bonds
open-plan offices working space is structured according to individual needs
formalized and ritualized interactions informal interactions more common
intuitive, nonverbal communication is important
analytical, logical argumentation style
face-to-face communication more important
written communication more important
Organization and Planning
Total Quality Control
Method developed in the USA Quality assurance at every stage of production
In Japan:
Quality Circles
Target Cost
Organization and Planning
Quality Circles
„Quality Circles are small groups of people who do similar or related work who meet regularly to identify, analyse,and solve product-quality and production problems and to improve general operations.“ (Robert E. Cole, Director of the Center for Japanese Studies at the University of Michigan, S. 238)
Organization and Planning
Quality Circles
Core element of the Japanese application of Total Quality Control
Small groups of employees: 10-12 members to facilitate communication
Continously improving process = Kaizen
KAI = Change and ZEN = to the best
Organization and Planning
Benefits of Quality Circles
Improved communication Greater job satisfaction Improved morale Improved quality Cost savings