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Japanese management methods. Japanese management model

Unprincipled adherence to the Western way of thinking without
taking into account realities, without raising the question of which
elements of modernization are effective in society,
developed in other historical conditions, deprives
ability to look at things objectively.
Seiji Tsukumi

1. Management in Japan

Introduction

Management in Japan, like in any other country, reflects its historical, peculiarities, culture and social psychology. It is directly related to the socio-economic structure of the country. Japanese management methods are fundamentally different from European and American ones. This does not mean that the Japanese govern more effectively. Rather, it can be said that the basic principles of Japanese and European management lie in different planes, with very few intersection points.

Japanese management is based on collectivism. He uses all the moral and psychological levers of influence on the personality. First of all, a sense of duty to the team, which in the Japanese mentality is almost identical to a sense of shame. Considering that the tax system works on averaging income and financial condition of the population with its emphasized progressive fiscal mechanism, there is minimal stratification in terms of welfare in society, and this makes it possible to use the feeling of collectivism as efficiently as possible.

What is the difference between the Japanese management method and the methods used in most European and American countries? First of all, its focus: the main subject of management in Japan are labor resources. The goal facing the Japanese manager is to increase the efficiency of the enterprise, mainly by increasing labor productivity. Meanwhile, in European and American management, the main goal is profit maximization, that is, obtaining the greatest benefit with the least effort.

According to Japanese management specialist Hideri Yoshihara, there are six characteristic features Japanese management.

1. Job security and creating an environment of trust. Such guarantees lead to workforce stability and reduce staff turnover. Stability serves as an incentive for workers and employees, it strengthens the sense of corporate community, harmonizes the relationship of ordinary employees with management. Freed from the oppressive threat of being fired and having real opportunity to move vertically, workers are motivated to reinforce a sense of community with the company. Stability makes it possible to quantitatively increase managerial resources, on the one hand, and to consciously direct their vector towards goals more significant than maintaining discipline, on the other. Job security in Japan is provided by the lifetime employment system, a phenomenon that is unique and largely incomprehensible to the European way of thinking.
2. Publicity and corporate values. When all levels of management and workers begin to share a common base of information about the policies and activities of the firm, an atmosphere of participation and shared responsibility develops, which improves communication and increases productivity. In this regard, meetings and conferences in which engineers and administration workers take part yield significant results. The Japanese management system also tries to create a common understanding of corporate values ​​for all employees of the company, such as the priority of quality service, cooperation between workers and administration, cooperation and interaction between departments. Management strives to constantly inculcate and maintain corporate values ​​at all levels.
3. Information-based management. Collecting data and using it systematically to improve economic efficiency production, quality characteristics of production and quality characteristics of products are given special importance. Managers review line items, output, quality, and gross receipts monthly to see if the numbers are meeting targets and to see problems early on.
4. Quality oriented management. Presidents of companies in Japanese enterprises often talk about the need for quality control. When managing a production process, their main concern is obtaining accurate quality data. The personal pride of the manager lies in the consolidation of quality control efforts, and as a result, in the work of the production site entrusted to him with the highest quality.
5. The constant presence of management in production. To cope with difficulties and to help solve problems as they arise, the Japanese often place management personnel directly on the production premises. As each problem is solved, small innovations are introduced, resulting in an accumulation of additional innovations. In Japan, the system of innovative proposals and quality circles are widely used to promote additional innovation.
6. Maintaining cleanliness and order. One of the essential factors for the high quality of Japanese goods is the cleanliness and order in production. Managers establish such a procedure that would contribute to increasing productivity and quality of work.

In general, Japanese management is distinguished by an emphasis on improving human relations: consistency, collectivism, high moral qualities workers and employees, the stability of employment and the harmonization of relations in the corporation between workers and managers.

Japanese Management Principles

We love people and the earth.
The slogan of the company "Sanyo Electric"

Modern management methods developed in Japan in the conditions of post-war devastation, which set the leaders the task of restoring social, political and economic life. Under the influence of the American occupation administration, future Japanese managers got acquainted with American ideology and business management methods. It was during this period that Japanese business leaders began to comprehend social responsibility for the consequences of their activities. This does not mean that before 1945 Japan did not have an efficient production management system. As early as May 5, 1932, K. Matsushita, the founder of Matsushita Denki, who is called in Japan "the all-powerful magician of management" and "the founder of the creed of management," gave a fiery speech to almost two hundred of his employees. It was on this day that he realized the purpose of the producer: "The role of the producer is to overcome poverty."

The leaders of Japanese enterprises, combining the application of traditional management methods with the theories and methods of American management, drawing useful lessons from testing theory with practice, tried to find a new Japanese development path.

As a result, the main features of the Japanese management system are determined by a number of concepts that are absent in the American model. The most important of these are the system of lifetime employment and the process of collective decision-making.

Japanese society is homogeneous and imbued with the spirit of collectivism. The Japanese always think in terms of groups. A person is aware of himself, first of all, as a member of the group, and his individuality - as the uniqueness of a part of the whole. According to E. Mayo, the guiding principle of Japanese management is that work is a group activity. The question of what human traits will be strong enough to be relied upon in the face of a rapidly changing social psychology and ethical values, for Japan, as well as for other countries, is still open. Many researchers believe that even the seemingly most modern features thinking and feeling of the individual and social groups are the product of past eras and will disappear in the course of the development of society. At the same time, voices in support of national spiritual values ​​and concepts based on traditional approaches are heard more and more expressively, which is vividly demonstrated in the following statement by one of the most prominent entrepreneurs, S. Honda:

“He who is the head of an organization must first of all make his management comprehensively justified. This means that he must perfectly understand the goals of his organization, justify the policy and create plans for achieving the set goals in such a way that his subordinates work with self-esteem and get job satisfaction. In order to develop a way of thinking that would push subordinates to achieve their goals in any conditions, the leader must have a theoretically strong and practically applicable concept.

Another important feature of Japanese management is the concept of continuous learning. The Japanese believe that continuous learning leads to continuous improvement of skills. Each person through continuous learning can significantly improve the performance of their work. This leads to self-development. Having achieved results that bring moral satisfaction, a person approaches the goal on the path to self-realization. On the other hand, the purpose of training is to prepare for more responsible work and career advancement. But, unlike the Western approach to management, the Japanese emphasize the duty of mastery without the expectation of any material gain. They have a conviction that mastery itself can bring great satisfaction to a person.

The Japanese are receptive to new ideas. They love to learn from the mistakes of others and benefit from the experience of others. They carefully observe what is happening in the world and systematically study information from abroad, borrowing and quickly assimilating new technological methods and processes. Japanese workers do not resist the introduction of new scientific and technological progress. Innovation is the basis of economic growth, and the Japanese are sincerely committed to it.

In 1947, the entrepreneur, one of the founders of Panasonic, I. Matsushita, founded the Doikai creative laboratory to study new management decisions. In one of the first works of this laboratory, Mr. Matsushita notes: “Every company, regardless of its size, must have profit-based goals that justify its existence. She must have her own calling in this world. If the manager has an understanding of this mission, he is obliged to bring to the consciousness of employees what the company wants to achieve, indicate its ideals. And if his subordinates realize that they are working not only for their daily bread, they get an incentive to work more intensely together in the name of achieving a common goal.

Thus, modern Japanese management has acquired an open spirit that has made it possible to subordinate technological development to the solution of the problems put forward by life itself. The Japanese system of government can be seen as a synthesis of imported ideas and cultural traditions. Therefore, in order to understand the nature of modern management thought in Japan, it is necessary to touch on some features of the traditional culture of this country.

2. Behavior in the organization

As noted, the Japanese management system has been formed to date as an organic fusion of national traditions and advanced management experience. As for national traditions, their distinguishing feature is that the Japanese prefer not to adhere to written rules. Their language, due to the hieroglyphic nature of writing, is not characterized by the clear unambiguity of definitions that is characteristic of European languages. The Japanese themselves write “... in the traditional Japanese society, there was no general code of ethics, as well as categorical, religious prescriptions. There was not even a clear system of ideas about sin...” (M. Yoshino).

Chiye Nakane has done a brilliant study of types of relationships in groups in connection with the traditions of national cultures. He put forward the main provisions of the concept of analysis of the internal structure social groups, dividing the types of relationships established between people into two: horizontal, as a set of individuals who have common features (for example, people of the same profession) and vertical, in which individuals with different traits are connected by a certain social connection (for example, family, clan, club ). It is the second, "vertical" type of relationship that is characteristic and defining the "face" of Japanese society.

The group to which a Japanese belongs is as important to him as his family. In a Japanese firm, the head looks like a father. Family members cooperate spontaneously. There is an informal atmosphere. Internal conflicts minimized, friendly relations reign in groups. In Japan, the company is considered an organic whole, a living organism, endowed with a soul. The head may change, but the firm remains. A firm is considered a long-term organization because it guarantees lifetime employment.

The formula "enterprise is people" is a sincere conviction of employers. Japanese managers instill in their employees not only technical skills, but also moral values.

Ringi's group decision-making system can be considered as a product of the concept of "human potential". According to her, the responsibility for making a decision is not personified. The whole group is responsible for the decision made. It is assumed that no one person has the right to make a decision alone. The essence of the Ringi system is that decisions must be made by consensus. The system requires everyone to make a decision. If someone is against, then the proposal is returned to its initiator. This approach is still preserved, although the procedural part of the Ringi system has undergone changes. Each proposal is discussed in informal groups. The decision is never submitted for formal discussion without an informal one.

Here is how Richard Halloran describes the process of group decision making:

“In the process of formal discussion, each member of the group expresses a small part of his thoughts on this subject, but never comes out with a finished convincing speech. The Japanese, who have an extremely sensitive ego, do not want to fall into the state of being in the minority or, even worse, with a dissenting opinion. They are also afraid of accidentally offending a colleague with their harsh speech, which may contradict the opinion of their comrades. When the leader is confident that everyone basically agrees on a minimal solution, he summarizes the group's opinion, asks if everyone agrees, and looks around the room for nods of approval."

It must be clearly understood that the Japanese method presupposes complete unanimity. This is not a majority decision. The Japanese abhor the tyranny of the majority. If there is no complete unanimity, no decision is made. If the decision is opposed by the opinion of a small minority, he is persuaded to respect the views of the rest. This compromise position will be later rewarded. It is considered impolite for a Japanese to openly object to a senior and superior: disagreement must be expressed very diplomatically.

The Japanese allow uncertainty, ambiguity, imperfection in organizational life, as well as many other things that really exist. In addition, the Japanese feel much more interdependent. Therefore, they are ready to make constant efforts aimed at improving people and educating the ability to work effectively with each other.

In contrast to the traditional “X” and “Y” behavior patterns, the Japanese have developed and successfully applied the “human potential” model, which emphasizes the idea that people need the opportunity to use and develop their abilities, getting satisfaction from this. The concept of "human potential" advocates a working environment in which the employee's abilities are encouraged to develop, and the desire for self-management and self-control is also stimulated.

Here is what management researcher Ishikawa Kaoru advises Japanese middle managers:

1. The company's need for an employee is determined by such qualities as quick response, ingenuity, initiative.
2. The one who manages subordinates is only half the leader. An accomplished leader can be called someone who is able to manage and higher in position.
3. Giving rights to subordinates stimulates the comprehensive development of their abilities and activates their creative possibilities. The leader is the educator of his subordinates. He must share with them knowledge and experience directly in the workplace. One of the methods of personnel training is to give subordinates the necessary rights that allow them to resolve issues at their own discretion, but taking into account the requirements of the overall strategy of the company.
4. Do not strive to constantly monitor the reaction of higher management to the results of work.
5. Middle managers and their subordinates are responsible for the accuracy of information about the results of their work.
6. Middle management is responsible for the activities of the quality circles.
7. Collaboration and communication with other departments - this is management by function.
8. Orientation to the future is the key to the success of the company. The head of the company should be guided in his work for 10 years ahead, the top manager - for 5 years, the head of the department - for 3 years.

The power of management in Japan is considered to be legal and therefore readily accepted and respected. Workers feel that their managers are more educated and competent. Managers do not have excessive privileges, which could cause jealousy. Their salaries and other rewards are considered modest in relation to their merit. And effective management is a necessary condition for the prosperity of the workers themselves.

Thus, in Japan, behavior in an organization has its own characteristics, namely:

• behavior is determined by the vertical relationship in the structure of the firm, which contributes to the reliability and satisfaction of its members;
• the strategic focus of the corporate spirit leads to a harmony of interests and results;
• the group decision-making system stimulates the use of the potential of each employee in achieving the goals and objectives of the enterprise.

3. Control system

Management control includes planning based on feedback. For a clearer idea of ​​the Japanese control system, consider how it is organized in the Matsushita firm. The basis of the organization of the company is the system of branches. Planning in branches provides for the preparation of a plan for the internal capital of branches and monthly accounting reports. At the same time, each department develops its own plan. On their basis, developed overall plan the entire company. IN in general terms The planning method provides for the following steps: Declaration of the company's strategy, development of directives on planning in the branches, determination of the planning policy in the branches, preparation of a plan and draft budget for the department and branch.

The last step is to submit the draft plan to the branch. This estimate is called the "document with the royal seal." The ceremony of this transfer is purely Japanese feature, because the "document with the royal seal" is seen as a contract between the president of the company and the branch manager. Each manager is responsible only for the execution of the points of this plan. The choice of method for implementing the plan is left to the branch manager. It is obvious that such an approach to management requires a high sense of responsibility and self-control from the manager. It should be noted that managerial control over the fulfillment of the tasks set is carried out not by adopting certain directives, as is customary in traditional management, but by providing assistance and identifying weak links in the production process. Thus, they associate the word control not with the “detection-punishment” model, but with “check-help”.

In order not to tempt themselves with subjectivity, Japanese managers, where possible, use statistical methods. The Japanese believe in numbers. They try to quantify all aspects of the business. And they do it with their inherent diligence and impeccability.

To maintain discipline and improve quality, Japanese management relies more on rewards than punishment. The award is given for helpful suggestions, saving lives in an accident, for outstanding results in training courses, for excellent performance of duties, and for "devotion as a model for one's colleagues." These rewards can be different: certificates, gifts or money, additional leave. Punishments include reprimands, fines and dismissals. The latter are allowed in case of theft, bribery, cruelty, deliberate disobedience to the instructions of elders. In addition to stimulation, the Japanese actively use the practice of declaring corporate slogans and principles. For example, Hitachi put forward three principles in its corporate manifesto: sincerity, the spirit of optimism, and ultimate harmony.

Thus, the Japanese system of control can be characterized as humane, striving for the prevalence of the impact of reward over punishment.

4. Human resource management

The heyday of the state is in people
and the decline of the state is in the people.
ancient wisdom

One of the distinguishing aspects in the Japanese management system is personnel management. Corporations strive to manage their employees in such a way that the latter work as efficiently as possible. To achieve this goal, Japanese corporations use American technology personnel management: efficient systems wages, analysis of the organization of labor and jobs, certification of employees. At the same time, unlike the American systems, in their motivation they place a great emphasis on the devotion of employees to their companies, which contributes to the strengthening of morale and the achievement of high labor efficiency.

A Japanese employee, from the very beginning of his work, completely identifies himself with the corporation that hired him. At the same time, the management system seeks to strengthen this identification, bringing it to the point of sacrificing the interests of the company. Both senior officials and ordinary performers consider themselves representatives of the corporation. In Japan, every employee is convinced that he is an important and necessary person for the company - this is one of the manifestations of identification with the company. Another manifestation is that a Japanese worker, in response to a question about his occupation, names the company where he works. Many employees rarely take days off, and often do not take full advantage of their paid vacation, as they are convinced it is their duty to work when the company needs it, thereby showing their loyalty to the company.

Lifetime employment is not a legal right. His statement is a tribute to a tradition that may have originated in the primitive community and received its finished form in Japanese feudal society. The firm takes moral care of its employee until retirement The staff is completed on the basis of personal qualities, biographical data and character. Loyalty is valued more than competence. Every worker is treated like a family member. In the same way, if there are financial difficulties, everyone tolerates a reduction in income with dignity.

Japanese managers believe that people are the greatest asset. When selecting applicants for top-level management, the ability to lead people is most valued.

Since the firm must function as one cohesive team, the most valued qualities are mutual trust, cooperation, harmony and full support in solving the problems facing the group. Individual responsibility and independent performance of work are deliberately obscured in order to improve the work of the group, to strengthen solidarity.

Summing up, it should be noted that the Japanese personnel management system is in many ways similar to other American-European models in terms of recruitment, employee development, control over the organization of business processes. At the same time, a distinctive feature is the coincidence of the corporate and personal strategies of the employee, focused on effective long-term cooperation, harmony of interests, priorities, the success of the company, as a set of successes for each employee.

5. Quality management system

The movement for quality improvement was first declared in a national strategy, which eventually developed into a comprehensive method of quality management.

Initially, the quality control and management system was based on quality circles. According to the founder and theorist of quality management in Japan, Ishikawa Kaoru, in order to organize circles, leaders need to follow following principles:

• voluntariness. Circles should be created on a voluntary basis, and not on a command from above;
• self-development. Circle members must show a desire to learn;
• group activity;
• application of quality management methods;
• relationship with the workplace;
• business activity and continuity of operation;
• mutual development. Circle members should strive to expand their horizons and cooperate with members of other circles;
• atmosphere of innovation and creative search;
• universal participation in the end. The ultimate goal of quality circles should be the full participation of all workers in quality management;
• awareness of the importance of improving product quality and the need to solve problems in this area.

Quality theorists identify several features of the Japanese quality management system that distinguish it from Western counterparts:

• quality management at the firm level is the participation of all links in quality management;
• preparation and training in quality management methods;
• activities of quality circles;
• inspection of quality management activities;
• use of statistical methods;
• nationwide quality control programs.

Today, Japanese management uses a system of integrated quality management. Total quality management penetrates people's minds and helps to identify false information. It helps firms avoid irrelevant output and sales data. "Knowledge is power" is the slogan of integrated quality management.

The main ideals embodied in the integrated quality management system can be summarized as follows:

1. The natural need of every person is to achieve excellence in work. If they are carried out proper guidance and encourage, they can improve their work indefinitely.
2. People doing individual work are real specialists in it. There are many details in the work that are not done correctly, and professionals can make a valuable suggestion to eliminate difficulties and improve the production system.
3. Workers are endowed with ability and imagination. They have a thorough knowledge of the work and, accordingly, skill. They strive for success and are not afraid of responsible work. If they are trained to be directly responsible for the quality of their work, they can have an explosion of creativity in the organization.
4. Quality Circles are not a mechanical machine, but a continuous process. It has two features. On the one hand, it is an educational and cognitive process. On the other hand, it is a process that facilitates the participation of workers in activities that affect their daily work. This provides a basis for mutual cooperation between management and workers.

Thus, in connection with the constantly changing tastes, needs of people and the emergence of new technologies, leaders are required to constantly restructure self-awareness and guidelines that are in the very general view can be formulated as:

1. First of all - quality, not short-term profits;
2. The main person is the consumer, with his own point of view of the end user;
3. The next stage of the production process is the consumer of your product;
4. Information support and the application of economic and mathematical methods make the decision process calm, efficient and more creative;
5. The person in the management system is involved in the quality management process.

6. The role of Japanese philosophy, art

Zen is “invested” in everything, freely and completely,
and acts selflessly and without looking back. He is not
confuses spirituality with contemplation of God
while peeling potatoes. Zen Spirituality
- just to peel potatoes.
Alan Watts

Exploring the sources of Japanese management philosophy, it is necessary to mention the Tokugawa era, when Japanese culture, after a long process of assimilation of Japanese traditions, finally reached its classical expression. For example, Sitei Yamamoto in his book The Spirit of Japanese Capitalism turned to the personality of Soizan Suzuki, a Zen philosopher, one of those theorists of that time, the influence of whose ideas is also found in modern managerial thought. All the teachings of Suzuki were aimed at resolving conflict situations faced by peasants and artisans in Everyday life. His famous aphorism translates something like this: “When we get involved in worldly affairs, we continue to adhere to religious customs". His teaching reflects best tradition Zen Buddhism is still preserved in the mind of the Japanese. A. Yoshino notes: "The Tokugawa era bequeathed to modern Japan, both the ability of rapid transformation, and discipline, and order in an unchanging movement along the path of improvement." After all, Zen Buddhism, according to D. Suzuki, is “the crystallization of all philosophy, religion and life itself far east and especially Japan.

For centuries, Japanese society has been characterized by a kind of cult of labor, the transformation of work and service not intended for advertising and praise into a religious ideal. In communication between people, it becomes important to strive to understand the interlocutor yourself, to look at the world through his eyes, at least for a moment to live his life.

There are many explanations of why art is attractive for businessmen and officials, one of them is Andrey Platonov's idea of ​​art as "the highest form of economy". A developed aesthetic sense is often called the basis of the national character of the Japanese. And the experience of Japan is interesting in that the goods produced there carry not only a utilitarian function, but also an aesthetic value.

7. Conclusion

Japan is a small country with a high population density with limited resources and frequent natural disasters. Therefore, the Japanese have a keen sense of the need for national unity. They are fully aware that their survival depends on unity and social cohesion.

The Japanese work as a group more effectively than the Europeans, especially when they are given a difficult task. Even decision-making is done in Japan by group consensus.

It can be said that Japan is a country of paradoxes. Here they reject the person as a separate individual, but show respect for the opinion of everyone.

In their book The Art of Japanese Management, A. Athos and R. Pascal note: “The Japanese consider every person as having economic, social, psychological and spiritual needs, just as American leaders do when they specifically think about it. But Japanese leaders believe that their task is to focus as much as possible on the human person, not focusing so much on other institutions (such as government, family or religion).” At the same time, the family for the Japanese is a form of existence. With a fairly rigid vertical hierarchy, there is no "deification" of the leader - he is "reachable". The Japanese show respect not for the place that this or that person occupies, but for what he has done in life, for his experience.

The Japanese is disciplined, thinks in the interests of the group and is capable of extraordinary efforts to achieve the good. The Japanese are purposeful people. They want to perfect themselves ad infinitum. They are willing to work hard for this goal. This commitment to excellence has greatly helped Japanese management in integrating European experience into traditional Japanese culture.

"Japanese management has studied and absorbed modern principles and methods with energy bordering on greed,” said Susuma Takamiya, dean of the University of Tokyo's economics department. All this did not harm such cultural values ​​as group consciousness and respect for elders.

Japanese management appeals to the natural instincts of workers to develop their creativity, skill and consciousness. The curriculum is about encouraging collaboration at work. It mobilizes the knowledge and experience of the entire group. It unites it even more, develops the spirit of cooperation. The desire to avoid working with the excuse “that this is not my job” disappears, instead there is an initiative and a willingness to bear additional responsibility.

In conclusion, I would like to note that understanding the phenomenon of Japanese management will possibly help Ukrainian consultants, economists, businessmen to understand the problems of our country's economy, will allow developing a flexible development strategy, and will teach how to make optimal decisions on the way to improvement.

Vladimir Veretnov, Senior Lecturer, Department of Insurance, Kyiv National Economic University. V. Hetman.

* this work is not scientific work, is not graduation qualifying work and is the result of processing, structuring and formatting the collected information, intended to be used as a source of material for self-preparation of study papers.

Introduction

1. Japanese management methods

1.1. Philosophy of Japanese Management

1.2. Management control system

1.3. Human resources management

Conclusion

Bibliography

Introduction.

Everyone knows that Japan is recent decades is one of the leading economic powers, being the second largest national economic power in the world. Japan also has a significant impact on the development of the economy and politics in Asia and other countries, thus indirectly influencing US relations with other countries.

In the 1970s - 1980s, Japan was recognized as the most competitive country in the world.

The events of the 1990s demonstrated the internal ability of competition based on best models, which often led to the fact that by copying the achievements of each other, all companies in the industry were drawn into competition, with the success of some offset by the loss of others, which led to lower prices and profitability.

Strategy is the weak link in Japanese management. The strategy is based on choosing a unique position, which involves offering a set of values ​​that is different from competitors. Watching Japan's current difficulties, many American politicians and businessmen have already begun to celebrate the victory. Japan is perceived today as a country that has not kept pace with new trends in the economy, hit by a financial crisis. Japanese companies are no longer treated with fear and respect, assuming they are incapable of innovation, and suffering from rigid, inflexible management practices and lifetime employment systems that hinder change.

In the future, Japanese companies will be able to compete successfully in new areas. The bulk of "traditional" Japanese companies also realized the need for a new approach to competition.

1. Japanese management methods.

Japanese management methods are fundamentally different from European and American ones. This does not mean that the Japanese govern more effectively. Rather, it can be said that the basic principles of Japanese and European governance lie on different planes, with very few points of intersection.

What is the difference between the Japanese method of management and the methods used in most countries of the world in Europe and America?

First of all, its focus: the main subject of management in Japan are labor resources. The goal set by the Japanese manager is to increase the efficiency of the enterprise, mainly by increasing the productivity of employees. Meanwhile, in European and American management, the main goal is to maximize profit, that is, to obtain the greatest benefit with the least effort. There is a clear difference in emphasis.

According to Japanese management specialist Hideki Yoshikara, there are six characteristic features of management.

1. Job security and creating an environment of trust.

Such guarantees lead to workforce stability and reduce staff turnover. Stability serves as an incentive for workers and employees, it strengthens the sense of corporate community, harmonizes the relationship of ordinary employees with management. Freed from the oppressive threat of layoffs and with a real opportunity to move up the vertical, workers are motivated to strengthen their sense of community with the company. Stability also contributes to the improvement of relations between employees of the managerial level and ordinary workers, which, according to the Japanese, is absolutely necessary for managerial resources, on the one hand, and the conscious direction of the vector of their activity towards goals more significant than maintaining discipline. Job security in Japan is provided by a lifetime employment system, a phenomenon that is unique and largely incomprehensible to the European way of thinking.

2. Publicity and values ​​of the corporation.

When all levels of management and workers begin to share a common base of information about the policies and activities of the firm, an atmosphere of participation and shared responsibility develops, which improves communication and increases productivity. In this regard, meetings and conferences in which engineers and administration workers take part yield significant results.

The Japanese management system also tries to create a common understanding of corporate values ​​for all employees of the company, such as the priority of quality service, services for the consumer, cooperation between workers and administration, cooperation and interaction between departments. Management strives to constantly instill and maintain corporate values ​​at all levels.

3. Management based on information.

The collection of data and their systematic use to improve the economic efficiency of production and the quality characteristics of products is of particular importance. In many firms that assemble TVs, they use an information collection system in which it is possible to identify when the TV went on sale, who was responsible for the health of a particular node. In this way, not only those responsible for the malfunction are identified, but mainly the causes of the malfunction, and measures are taken to prevent this from happening in the future. Managers review line items, output, quality, and gross receipts monthly to see if numbers are meeting targets and to see problems early on.

4. Quality-oriented management.

Presidents of firms and management companies in Japanese enterprises often talk about the need for quality control. When managing a production process, their main concern is obtaining accurate quality data. The personal pride of the manager lies in consolidating efforts to control quality and, as a result, in the work of the production site entrusted to him with the highest quality.

5. The constant presence of management in production.

In order to quickly deal with difficulties and to help solve problems as they arise, the Japanese often place management personnel directly on the production premises. As each problem is solved, small innovations are introduced, resulting in an accumulation of additional innovations. In Japan, the system of innovative proposals and quality circles are widely used to promote additional innovation.

6. Maintaining cleanliness and order.

One of the essential factors for the high quality of Japanese goods is cleanliness and order in production. The leaders of Japanese enterprises are trying to establish a procedure that can serve as a guarantee of product quality and can increase productivity through cleanliness and order.

In general, Japanese management notes the emphasis on improving human relations:

Consistency

group orientation

Moral qualities of employees

Employment stability

Harmonization of relations between workers and managers.

1.1 Philosophy of Japanese management.

Modern management methods developed in Japan in the conditions of post-war devastation, which set the leaders the task of restoring social, political and economic life. Under the influence of the American occupation administration, future Japanese managers got acquainted with American ideology and business management methods. It was during this period that Japanese business leaders began to comprehend social responsibility for the consequences of their activities.

The leaders of Japanese enterprises carried out their tasks, first by applying traditional methods of management to the new conditions, and then with the help of the theories and methods of American management that they had learned. They tried not only to creatively apply pre-war experience to new conditions, but also to draw useful lessons, absorb new ideas and thus find a new, Japanese way of development.

As a result, the main features of the Japanese management system are determined by a number of concepts that are absent in the American model. The most important of these are the system of lifetime employment and the process of collective decision-making.

Japanese society is homogeneous and imbued with the spirit of collectivism. The Japanese always think in terms of groups. A person is aware of himself primarily as a member of the group, and his individuality - as the individuality of a part of the whole.

Another important feature of Japanese management is the concept of lifelong learning. The Japanese believe that continuous learning leads to continuous improvement of skills. Each person through continuous learning can improve the performance of their work. This leads to self-development, and the results achieved bring moral satisfaction. On the other hand, the purpose of training is to prepare for more responsible work and career advancement. But, unlike the Western approach to management, the Japanese emphasize the duty of mastery without the expectation of any material gain. The Japanese are convinced that the improvement of skill itself can bring great satisfaction to a person.

Thus, modern Japanese management has acquired an open spirit that has made it possible to subordinate technological development to the solution of the problems put forward by life itself. The Japanese system of government can be seen as a synthesis of imported ideas and cultural traditions. Therefore, in order to understand the nature of modern Japanese management thought, it is necessary to touch on some features of the traditional culture of this country.

1.2. Management control system.

To maintain discipline and improve performance, Japanese management relies more on rewards than punishment. Awards are given for helpful suggestions, for saving lives in accidents, for outstanding results in training courses, for excellent performance and for dedication.

These rewards are different types: certificates, gifts, money or additional leave.

Penalties are divided into: reprimands, fines and dismissal. Dismissal is allowed in cases of theft, acceptance of bribes, sabotage, deliberate disobedience to the instructions of elders.

Japanese managers are extremely reluctant to resort to punitive measures. In contrast to the tactics of intimidation and punishment, Japanese management pays special attention to the self-consciousness of workers and therefore uses the tactics of slogans to increase discipline.

1.3. Human resource management.

One of the significant features of Japanese management is the management of labor resources. Japanese corporations manage their employees in such a way that the latter work as efficiently as possible. To achieve this goal, Japanese corporations use American personnel management techniques, including effective payroll systems, analysis of the organization of labor and jobs, performance appraisals of employees, and others. Japanese corporations make more use of the loyalty of their employees to the companies. Identification of employees with the corporation creates strong morale and leads to high efficiency. The Japanese management system tends to reinforce this identification by sacrificing it to the interests of the firm.

Employment in Japan is of particular importance. It is not only a matter of contract between employer and employee. It has emotional and moral overtones.

Japanese workers work methodically and devotedly. They are punctual. Japanese workers have a natural love for cleanliness and elegance. They have a very developed sense of duty. They take pride in their craftsmanship. They get great satisfaction from a job well done and feel unhappy if they fail. They don't feel like they're being exploited by the firm. Japanese workers are not forbidden to express pride in their work, as well as to express their loyalty to the firm.

Since the firm must function as one cohesive team, the most valued qualities are mutual trust, cooperation, harmony and full support in solving the problems facing the group. Individual responsibility and individual performance of work are deliberately obscured. The goal is to improve group performance and strengthen group solidarity.

Conclusion.

The Japanese system of government is one of the reasons that made possible the rapid development of the Japanese economy in the second half of the 20th century. This system received its final design in the period from the 40s to the 60s of the 20th century, a period when the Japanese economy was in search of ways for its development.

The analysis of Japanese management practices can be characterized as a synthesis of traditional Japanese cultural traits and imported management practices.

"Lifetime Employment", "Group Decision Making", "Quality Control", etc. - these are the main characteristic components of the Japanese system, which have developed under the influence of traditional features, the main of which is "groupism".

In turn, the religious principles of Confucianism and Zen Buddhism have had a huge influence on the formation of these traditions.

The synthesis of traditional ethno-cultural features and imported ideas led to the emergence of a kind of Japanese management system. After the country of the Rising Sun in the mid-60s rapidly ascended the world stage as a highly developed country in the economic sense, economists around the world began to look for the reasons for the success of the Japanese economy. One of the reasons was the Japanese type of management. Most researchers note that the reason for the leading role of Japan in the field of productivity is not a mystical secret. There is only one reason for this - good management.

In Japan, a person with his weaknesses and opportunities is placed at the very center of the management concept. Thanks to this, a strictly hierarchical triad of priorities has developed in the Japanese management system - people, finance, technology.

The highest administrative apparatus in Japan has its own special features. The institution of higher management in Japan originates in the 16th century, and is associated primarily with the emergence of commercial and industrial houses. The first representatives of higher management can be considered hired managers who were engaged in the conduct of all economic affairs. The institution of higher management has developed throughout the history of the development of the Japanese economy, from the period of feudalism to the present day. This development took place against the backdrop of the transformation of the commercial and industrial houses of feudal Japan into capitalist monopolies of the late 19th century.

In conclusion, I would like to note that in the modern period of development of international cooperation, the internationalization of management culture is taking place, which in turn makes it possible to study and apply the managerial experience of the leaders of the world economy. Understanding Japanese management methods will undoubtedly help Russian businessmen and economists to better understand the problems of their country's economy, will make it possible to introduce some principles of the Japanese management model at Russian enterprises, which in turn will make it possible to improve the entire production.

Bibliography.

1. Kono T. Strategy and structure of Japanese enterprises. Translation from English Spitsina M.A. 2001

2. Gerchikova I.N. Management. 2006

3. Pshennikov V.V. Japanese management. 2003

4. Sokolov A.I. Japan. Economy and education. 2006

5. Management of firms in Japan. Tutorial. 2000

6. Eddous M. Methods of decision making. 2005

Management in Japan, like in any other country, reflects its historical features, culture and social psychology. It is directly related to the socio-economic structure of the country. Japanese management practices differ to a large extent from American and Russian ones because:
Japanese management is based on collectivism, the use of all moral and psychological levers of influence on the individual. First of all, this is a sense of duty to the team, which in the Japanese mentality is almost identical to a sense of shame;
The main subject of management in Japan is labor resources. The goal set by the Japanese manager is to increase the efficiency of the enterprise, mainly by increasing the productivity of employees.

According to the Japanese management specialist H. Yoshihara, the following basic principles of Japanese management can be distinguished:
1) job security and the creation of an atmosphere of trust;
2) publicity and values ​​of the corporation;
3) management based on information;
4) quality-oriented management;
5) maintaining cleanliness and order.

In general, Japanese management is distinguished by an emphasis on improving human relations: coherence, group orientation, employee morale, employment stability, and harmonization of relations between workers and managers.

Control system

Management control in Japanese enterprises is carried out not by adopting certain directives, as is customary in traditional management, but by providing assistance and identifying weak links in the production process, i.e. control is not associated with the "detection - punishment" model, but with the "check - help" model.

To maintain discipline and improve the quality of work, Japanese management relies more on rewards than on punishment. Awards are given for helpful suggestions, for saving lives in accidents, for outstanding results in training courses, for excellent performance of duties, and for dedication to one's work as a model for colleagues. These rewards are of different types: certificates, gifts or money and additional leave.

Punishments are divided into reprimands, fines and dismissals. Dismissal is allowed in cases of theft, acceptance of bribes, sabotage, cruelty, deliberate disobedience to the instructions of elders. Japanese managers are extremely reluctant to resort to punitive measures. In contrast to the tactics of intimidation with punishment, Japanese management pays special attention to the self-consciousness of workers and therefore uses the tactics of slogans to increase discipline.

This position is quite understandable: on the one hand, each subordinate is an individual and has the right to make a mistake, on the other hand, a correct personnel policy when hiring will not allow an unscrupulous employee to enter the company, since the one who hired him is fully responsible for him.

Human resources management

Japanese corporations manage their employees in such a way that the latter work as efficiently as possible. To achieve this goal, Japanese corporations use American personnel management techniques, including effective payroll systems, analysis of the organization of labor and jobs, performance appraisals, etc.

However, there is a big difference between American and Japanese workforce management:
1. Japanese corporations make greater use of the loyalty of their employees to the company.
Both senior officials and ordinary performers consider themselves representatives of the corporation. In Japan, every worker is convinced that he is an important and necessary person for his company - this is one of the manifestations of identification with the company. Another manifestation is that a Japanese worker, in response to a question about his occupation, names the company where he works. Many employees rarely take days off and often underutilize their paid holidays because they believe it is their duty to work when the company needs it, thereby showing their commitment to the company. Theoretically, the longer a person works in an organization, the stronger his self-identification with it should be.

2. Japanese corporations guarantee jobs for their employees and use a seniority-based reward system to prevent an employee from leaving for another firm. An employee who transfers to another company loses seniority and starts all over again.

Employment in Japan is of particular importance. It is not only a matter of contract between employer and employee. It has emotional and moral overtones. Japanese workers work methodically and devotedly, they are punctual, perhaps only a little relaxation in the last half hour of work. Japanese workers have a natural love of cleanliness and elegance, they have a highly developed sense of duty, take pride in their craftsmanship, derive great satisfaction from a job well done, and feel unhappy if they fail.

Lifetime employment in Japan is not a legal right. His statement is a tribute to a tradition that may have originated in the primitive community and received its finished form in the Japanese feudal society. The firm is morally obligated to take care of its employee until retirement. Japanese managers believe that people are the greatest asset.

3. Management values ​​the qualities of employees most of all, such as mutual trust, cooperation, harmony and full support in solving the problems facing the group.
Individual responsibility and individual performance of work are deliberately obscured. The goals are to improve group performance and strengthen group solidarity. Thus, Japanese management always thinks from the position of the group. The group is responsible for the success of the case as well as for the failures. Therefore, individual workers are rarely reproached for failures, especially if they are creative failures or associated with risky ventures.

4. The system of group decision-making Ringi.
Subordinates formulate their proposals and pass them on to interested parties. After the group discussion has set common tasks, each employee determines his own and proceeds to their implementation. If it is noticed that a subordinate is not able to control the situation, the middle manager will intervene and will personally exercise leadership. Such an attitude inspires confidence that personal failures and mistakes - in general, do not matter, the elder will always help to get out of a difficult situation. Thus, the emphasis is not on avoiding failure, but on achieving a positive result.

5. Managers in Japan constantly explain the goals and policies of the company to their workers, who are free to express their opinion on this matter.
Workers have free access to management, because the success of the firm is their success.

Quality management system

The historical prerequisites for quality management were the nationwide movement "For the absence of flaws", which grew into a comprehensive method of quality management. This movement had a significant impact not only on the quality of goods, but also on the awareness of the responsibility of each worker for the quality of the work performed, developing in them a sense of self-control.

Initially, the quality control and management system was based on quality circles. According to the founder and theorist of quality management in Japan, I. Kaoru, in order to organize quality circles, managers need to follow the following principles:
voluntariness;
self-development;
group activity;
application of quality management methods;
relationship with the workplace;
business activity;
mutual development;
atmosphere of innovation and creative search;
everyone's participation in the end result;
awareness of the importance of improving product quality.

Since 1951, the W.E. Deming, one of the founders of quality management in Japan.

Trade unions in Japan

Since trade unions in Japan are not divided by occupation, but are unions of workers in one firm, they share management values ​​such as productivity, profitability, and growth. However, this does not mean that the unions are servile: they retain their independence, they constantly monitor the correct observance of all agreed norms, and the management of the enterprise perceives the union as a legitimate intermediary between management and workers in matters of wages.

The unions are fully aware that the only way workers can improve their standard of living is by increasing productivity, so they solve any problems that arise through cooperation. Trade unions in Japan are constantly looking for ways and means to improve the lives of workers without harming the firm. They understand that the living conditions of workers ultimately depend on the prosperity of the firm.

It should be noted that the significance, resources and power of management are not comparable with the resources of trade unions. But union leaders and management share two basic assumptions: first, the prosperity of the firm creates the conditions for solving other problems, and second, hatred of each other does not benefit anyone.

In general, there are fewer complaints and claims against management in Japan for two main reasons: firstly, the Japanese worker does not feel oppressed, and secondly, he considers his work to be more important than rights or beliefs. The origins of this lie in the fact that the managers of Japanese firms pay great attention to the well-being of their workers, which naturally increases their confidence in both management and trade unions.

Japan, the country of the rising sun, cherry blossoms, samurai and geishas, ​​has always been closed from the world, isolated, unlike all other countries, has always followed its own, unlike anyone, path that found its direct reflection in the Japanese philosophy of management and V . We know about the incredible efficiency, perseverance, accuracy and conscientiousness of the Japanese. They have the best products, especially electronics and appliances. Products with the label “Made in Japan” are a priori the best and most desired by buyers. And they absolutely justify their reputation - the longest-lasting, most accurate and most reliable mechanisms. Why is it so? What is the reason for this highest quality goods? What kind of supermen produce them? Let's try to understand this Japanese personnel phenomenon.

Before the war with fascist Germany, the Land of the Rising Sun undoubtedly had its own old Japanese philosophy. In the conditions of post-war chaos, when there was an economic crisis in the country, when the Americans were engaged in administration and management in post-war Japan, it was then that a special Asian method of personnel management began to emerge. The Japanese system got acquainted with the American system of doing business, and it is in the conditions of post-war devastation in the country that new leaders of Japanese business are being formed. A Japanese management philosophy is emerging, based on a combination of traditional methods from pre-war Japan and American methods. Japanese company directors needed to adapt old management methods to the new post-war reality, and they did an excellent job of incorporating into their new management model the most advanced that they could find from the Americans. It turned out its own, completely unique system.

As a result of the post-war years of constant improvement of the system, the introduction of the latest technologies, incredible Japanese efficiency, dedication and perseverance in mastering everything new and progressive, a Japanese model of the concept of personnel management has developed, thanks to which Japan at some stage overtook even the United States in economic development. In the likeness of Japan, a similar management model has developed in South Korea, whose products are now highly valued on the market due to the highest quality. This joint experience was included in management textbooks under the name of the Asian model of personnel management.

On what principles is the Asian model of personnel management built?

There are three main principles, namely:

• lifetime recruitment
• continuous
• method of collective decision making.

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The model of "human potential" instills in each employee the consciousness of his usefulness, the need for him to be informed about the company's plans with the opportunity to take the initiative in current affairs.

The most important responsibility of a manager is the ability to unite disparate, creative employees in a process that would be effective. The image of the sole creator of decisions is rejected.

Thus, the defining features of the Japanese system of government are as follows.

1. A system of lifetime employment, in which people get satisfaction from dependence, determined by a close vertical relationship in the company, loyalty.

2. Corporation is strong the best sides their employees. Everyone can contribute.

3. The main task of the manager is to support people in their quest to achieve group corporate goals.

Let's look at six signs of Japanese governance.

1. Job security and creating an environment of trust.

2. The constant presence of senior managers in production.

3. Intensive communication between managers and subordinates, i.e. all employees.

4. Publicity and values ​​of the corporation (priority of quality, services for the consumer, internal cooperation).

5. Quality orientation.

6. Treasure the "know-how" of the company. The greatest store of "know-how" in the skill and mind of experienced workers, specialists, managers. Avoid leakage, float invaluable experience and specific knowledge.

7. System of continuous search for innovations.

These signs are inherent in all large Japanese firms. For example, Toyota is the largest car manufacturer in Japan - 400 cars a day, about 4 million cars a year. and it is a leader in terms of sales of its products, in terms of net profit, in terms of quality. The reason for all the successes of the company is the system of complex continuous improvement. At first, the search resulted in a simple, but general savings. Then the idea of ​​“eradicating everything superfluous” was born. "Eternal improvement" is one of the main elements of the Japanese system of organization of production.

The Japanese respect those who "give all their strength to the pursuit of victory." Prizes in wrestling are given to those "who tried hard." "Strategy of Infinite Improvement" starting a kind of basic, pivotal line of Japanese business.

Here is a filigree coherence of all parts of the production process. Back in the late 1940s, the Japanese abandoned warehouses as a "management nonsense."

The system "everything - in due time" has several rules elevated to the rank of law.

One of them says that the team or section themselves accept parts or products from the previous production link, that is, there is an internal workshop acceptance system. This managed to psychologically rebuild the staff, forcing them to consider brigades on next section production chain as buyers who dictate the level of quality required. In other words, the “model of a village artisan” is being revived, who wove each of his baskets to the conscience, because he knew that he would live side by side with his fellow villagers until the end of his days.

In the Japanese version of consumer-oriented business ethics, the concept of marketing is nothing more than taking into account the desires of the consumer; common sense with the consumer; satisfying them on the same level as the producer himself would satisfy his own desires.

The tastes and desires of the consumer must be satisfied without reasoning. The Japanese slogan: "Let products and services speak for themselves" is the company's policy.

The general commercial policy consists of six elements.

1. Foundation, strategic setting - these are the principles of business ethics or the main direction of the company.

2. Long-term goals (for 5 years): profit, market share.

3. Long-term policy - a strategy, i.e., the rules for the long-term allocation of resources, giving an idea of ​​the future position of the company.

4. The slogan of the year (highlight the tasks of the current year).

5. Goals for each function for the year (purchases, statistics, information).

6. Annual work plans for each function (costs, quality, health, production development).

Japanese production management methods

The trendsetter is Toyota, which develops and implements the Kanban system.

Japanese managers teach 9 lessons of a simple approach to production management. Japanese manufacturers have rejected complex control recipes, their approach is to simplify problems, not to find complex solutions.

The Japanese management system can be divided into two main groups of methods. The first relates to the problem of the efficiency of doing business, the second - to the problem of product quality.

The first part is aimed at improving production efficiency and is known as the "kanban" - "just in time" system. It is directly related to material costs and affects all aspects of the company's activities. The kanban system also has a partial impact on product quality. Both groups of methods are closely intertwined. Consider a just-in-time system.

First lesson. Management technology is a transportable commodity. The secret of success lies in effective management reserves. The benefits, as it may seem at first glance, are insignificant. They boil down to some of the savings in inventory costs that come from making and stocking the smallest batches of parts.

The Japanese found that the main benefits came from improved product quality, increased worker motivation, and increased productivity.

Here's how it goes. The worker receives one piece each. If it is not suitable, he immediately brings it to the previous worker, who finds out the reason and eliminates the shortcomings. Thus, mutual assistance is provided. The mechanism of Japanese management uses as "fuel" the specific national traits of the Japanese people: diligence, thrift, devotion to business, firm, susceptibility to innovation, high educational level.

Lesson two. Just-in-time production allows you to identify problems that are otherwise invisible due to excess inventory and excess personnel.

The concept of "just in time" is at the heart of the production management system. The idea is simple: produce and supply finished goods just in time for their implementation, component parts - by the time of assembly of products, individual parts- by the time of assembly of units, materials - by the time of manufacturing parts.

"Kanban" is purely Japanese and means "card" or visual recording system. Kanban is an advanced system used by Toyota in which an order for the manufacture of parts is entered on a special card.

The Kanban system provides for the release of products in small batches, reducing the time for changeovers of equipment and fixtures, reducing the cost of shipping, delivery, receipt (one-day deliveries are made by phone orders, several times a day in small batches), the complete rejection of any stocks.