Chapter 10a japanese management approaches
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The document discusses several aspects of Japanese management approaches and their influences. It describes core cultural values in Japan like amae, giri, and ninjo. It also discusses Confucian influences that emphasize hard work and rituals. Some key Japanese management practices discussed include long term planning, consensus decision making, just-in-time manufacturing, quality circles, lifetime employment and generalist career paths. The effectiveness and some criticisms of these approaches are also summarized.
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*Not my slide - this was created by KEIO University and is publicly available.
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Hello Everyone!
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Keio university class 6 human resource management in japan
*Not my slide - this was created by KEIO University and is publicly available.
https://www.google.co.jp/url?sa=t&rct=j&q=&esrc=s&source=web&cd=1&cad=rja&uact=8&ved=0ahUKEwiGpOanyIbOAhVCOJQKHT68BVAQFggoMAA&url=http%3A%2F%2Fkeio-ocw.sfc.keio.ac.jp%2FInternational_Center%2F09B-016_e%2Flecture_contents%2FClass%25206_Human%2520Resource%2520Management%2520in%2520Japan.pdf&usg=AFQjCNFFVRia5Rb9PNX4PasQO6ob6l12oQ&bvm=bv.127984354,d.dGo
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Chapter 10a japanese management approaches
- 1. Modern Approaches to Management
- 2. Core values of Japanese culture amae (dependence) on (obligation passively incurred) giri (a bond or moral obligation and debt that must be repaid because of one’s status or membership of a particular group) ninjo (human feelings including all the natural human impulses and inclinations) - Sethi, Namiki and Swanson, 1984
- 3. Japanese Management Approaches Confucian heritage in which hard, honest work is an important social norm. goes beyond a religion per se – it encapsulates a set of rules that govern daily life
- 4. Confucianism Scholarly tradition and way of life propagated by Confucius in the 6th – 5th century BC and followed by the Chinese for more than two millennia. Though not organized as a religion, it has deeply influenced East Asian spiritual and political life in a comparable manner. The core idea is ren ("humaneness," "benevolence"), signifying excellent character in accord with li (ritual norms), zhong (loyalty to one's true nature), shu (reciprocity), and xiao (filial piety). Together these constitute de (virtue).
- 5. The changes took place in Japanese management Overlapping Japanese organizations Long term planning horizons Decision making and control Just-in-time manufacturing
- 6. Description of the practices TQC QCs Continuous improvement Aggressive R&D Lifetime employment Generalists career paths Company unions, and women as temporaries and support groups.
- 8. Quality Circles were started in Japan in 1962 ( Kaoru Ishikawa has been credited for creating Quality Circles) A quality circle is a volunteer group composed of workers who meet together to discuss workplace improvement, and make presentations to management with their ideas. Typical topics are: improving safety, improving product design, and improvement in manufacturing process.
- 9. The effectiveness of Japanese management practices Vigorous promotion of particular viewpoints Managerial environment Functional myopia
- 10. Management by Objectives (MBO) a process of agreeing upon objectives within an organization so that management and employees agree to the objectives and understand what they are.
- 11. Management By Objectives – Peter Drucker in 1954 'The Practice of Management' MBO substitutes for good intentions a process that requires rather precise written description of objectives (for the period ahead) and timelines for their monitoring and achievement. The process requires that the manager and the employee agree to what the employee will attempt to achieve in the period ahead, and ( very important ) that the employee accept and agree to the objectives (otherwise commitment will be lacking)
- 12. REACH RATIO Organizations have scarce resources and so it is incumbent on the managers to consider the level of resourcing but also to consider whether the objectives that are jointly agreed within the firm are the right ones and represent the best allocation of effort. Also, reliable Management information systems are needed to establish relevant objectives and monitor their "reach ratio" in an objective way.
- 13. MBO is often achieved using set targets. MBO introduced the SMART criteria: Objectives for MBO must be SMART (Specific, Measurable, Achievable, Realistic, and Time-Specific). However, it has been reported in recent years that this style of management receives criticism in that it triggers employees' unethical behaviour of distorting the system or financial figures to achieve the targets set by their short-term, narrow bottom-line and completely self-centered thinking
- 14. THE FUTURE WHAT YOU THINK?