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... Smith explains that "during this period Japanese economy experienced unparalleled growth and structural change" (Smith, Page 4). ... This was the needed opportunity for Japanese manufacturers. ... Hydroelectric plants took better advantage of Japanese geography then their pervious source of electricity. ...
Soon after the First World War, Japanese economy was that of a dual structure. ... This threat set off yet another change in the Japanese economy. ... At the end of the war 8,000,000 Japanese were either dead or wounded
Macdonnell, 5
(Kosaka, 1972) (Smith, Page 31). ... During the occupation the United States initial "instructions were to take no undue measures to revive the Japanese economy" (Smith, Page 64). ...
No matter what policies were put into motion by the occupation it was not till the Korean War that Japanese economy started to take off. ... The reason for this boost in the economy was that "Japanese became a vital source of supplies for the US forces fighting in Korea" (Smith, Page 86). This ended
Macdonnell, 6
up contributing "$930 million to the Japanese economy between 1950 and 1955. ...
The Korea War lead to a change in Japanese industries. ... For example "the development of iron and steel was accompanied by … the manufacture of domestic appliances and early development of the Japanese automobile industry" (Smith, Page 89). ... These methods lead to the high quality of Japanese manufactured goods. ... Patrick Smith describes it as a time that brought "Japanese into the worlds real-estate markets, resorts, and auction rooms. ... The Japanese Prime Minister and Public Policy. ... In this Paper we will look at how
are the Japanese managing their company that is one of the key of their success in the business. Also I will
comparing the Japanese way with what the western country way of how to manage. The possibility of us
in putting in the Japanese Theory in our (western) world are also discussed in this paper. ... Japanese
bounced back from disaster to one of the most powerful countries. Two reasons Japanese firm became so
successful is how h well managed their firms are. ...
The Japanese business and management system is strongly rooted in Japanese culture and
tradition. Japanese have a very unique relationship between institutions and state , between individuals and
the state, and between individuals and individuals. ... The Japanese is a plural homogeneous society. ... Lee and schwendian wrote in their book," When a Japanese man asked his occupation,
he will usually answer that he is a Sony or Hitachi man, not that he is an accountant, sales person, or
business manager. (Japanese Management, 1982. ... The Japanese also tend to look a non-Japanese as
an outsider. They will treated non Japanese differently until they are learned how Japanese culture works.
The Japanese often refer to their nation as our country (waga ku!
ni) and non Japanese as outside people (gaijin). ... In the Japanese
psyche is a concept of inside (uchi) and outside (soto) that not only defines one’s membership, in a group
but determines how one speaks to and interact with others. ... CULTURE INFLUENCE
The Japanese have a very unique culture. ...
Buddhist and Confucian philosophy are the basic framework the Japanese use to develop their way of
thinking. ... The Confucian taught the Japanese about traditional
value, external values, and harmony within the society, while at the same time emphasizing the collective
aspect of the social order. These systems are the most important thoughts of Japanese management system.
The Japanese used these influences to reject individualism. ...
Even though Japanese culture had a lot of influence by others, Japanese still use their own culture
to develop their management system. One of the Japanese traditional values is the samurai. ... Today’s Japanese dedicate their life to
a corporation for their work. ...
Japanese firms used ringi-sei to make a decision regarding firm decisions. ...
The classical Asian assumption about seniority and age are the main influence in Japanese
management. ... Management Japanese System
The beginning of this paper, Japanese used traditional values as a codes to manage their firm.
These system can be summarized books: Theory Z (ouchi), Organized of Management (Yamagata) and The
Art of Japanese Management (Pascale and Athos). From these three books we find that Japanese
management style emphasized the group rather than individual, emphasized on human rather than
functional relationship and a view of top as generalist and facilitators rather than as a decision makers.
Japanese society tends to live in groups. ... The President of Nippon,
describing the differences between America and Japanese management , said that, while a U. ... corporation
is regarded as a cold, impersonal economic unit, the Japanese unit is regarded as a community with a
common destiny (Japanese Managers 1977, p. ...
The second important thing in Japanese management is emphasized on human rather than on
functional relationship. Japanese firm’s believe in how important human factor is for a corporation. ...
The last important thing in Japanese management is a view of top managers as generalist and
facilitators rather than a decision makers. In a Japanese firm top managers are the ones that have already
worked a long time. ... Perhaps the most widely discussed of Japanese management
is consensus or participate decision making. ... Practices and Process on Human Resource Management
Another important reason Japanese firms have been successful are, they have developed the
human resource very well. Japanese firms know that they have a limited resources except human resource. ... Recruitment
The Japanese believe the basic policy for recruitment is to recruit from new school graduates and
the company expects these employees to work until a certain age. ...
In Japanese firms, an employee is recruited by the company, not by the individual managers. ...
In the past, the Japanese firms used to recruit a new employee from the middle school (age 15),
high school (age 18) and a four year college graduation (age 22). ...
Japanese firms usually recruit a new employee directly from school. ... In
the school record, a Japanese firm usually is very particular, they need the best in a school. ... Japanese firms do not put a lot of weight on testing. ... Training and Development
In the training and development, the Japanese firms have four characteristics: first, emphasizing
human relation, second, being corporate responsible, third being continuous and versatile, forth, having
multiple purposes. ... 69)
Japanese firms know that their worker has a certain knowledge about technology or skill. ... Hiroshi Takeuchi wrote, In Japanese enterprises , manuals, if there are any manuals, are not so
detailed, and usually they are for non-clerical work. ...
To trine their employee, Japanese firms do not train in a specific subject. ...
The form of Japanese firm used in training and development are: career development, training of
particular needs, and informal and self-development. ... pp 72)
In term of career development, a Japanese firm provides several training. ... In figure 1, we can see the effectiveness of job
rotation in Japanese firms. ...
Japanese firm usually train their workers outside the company for the specific need. ... 3 Promotion
Promotion in the Japanese firms is slow but steady. ... Many Japanese
firms used a how much merit an employee gives to a company in order to promote someone. ... This kind a system of promotion is very fit to Japanese firm because it similar with Japanese
culture. The job grading system is just introduced not long ago to Japanese culture. ... The Japanese firms are always trying to maintain the harmony in a
firms. ... Disciplinary
The act for disciplinary measures is very uncommon to a Japanese firm. Japanese firms are always
trying to keep social harmony in the firm which is required for a new employee respect a senior and
superior, and have strict observations to a group norm. These rules are not hard for a majority of the
Japanese because they are match with their own culture. ... This letter has a very truthful meaning to a
Japanese. ... Quality Control
The Japanese learn quality control from America. ...
Japanese firms have used small group activity on a daily basis, approximately 60% of companies
have small groups are in operation (Hideo Inohara, 1990. ...
The Japanese firms are successful in developing quality control because the Japanese culture and
tradition are support it. For example Japanese society rejected individualism they tend to make a group. ... Non-Regular Employee
In the Japanese firms the non regular employee is divided in to two categories: first temporary
employees, which are employed more than a month but less than a year. ...
The Japanese labor market is characteristic by the regular employee and non employees. ... The Japanese usually are concerned with males while females are
expected to work until they are married or pregnant. Even though today, Japanese firm already started to
employee female as future managers but in comparison to males, female employee still way to low. ... Organizational Structure
The Japanese firms established themselves as not just for the economic but also to be social organization. ... Work Place
The perfect workplace for a Japanese worker is a place where lives their life. ... Hiroshi Takeuchi, wrote Japanese treats employee as if
they were family members. ... Work System
A Japanese company have a three organizational principles: market orientation, continuos innovation, and
emphasis on relationship. ... The Japanese also
always maintained a good image from a customer. ...
JAPANESE STRUCTURE INVOLVEMENT
Corporate Objective
Group Stimuli
Flow of Work/
People Manager
Expectation Appeal
(Hints and Suggestion) (Why?(why, whom))
Help Understand Backup
We (employee)
Harmonics Society
WESTERN STRUCTURE OF COMMAND
Chairman
Personal Motives
Flow Authority Manager
Command Instruction
Do What to do
Do not How to do
Threat and Section Standard and Incentive
Worker Action or no Action
Conflicting Society
Figure 5
Source: Human Resource Development in Japanese Companies by Hideo Inohara.
Approximate Word count = 7812
Approximate Pages = 31.2
(250 words per page double spaced)
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