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Japanese Management Culture
Japanese management culture refers to working philosophies or methods in Japan. It included concepts and philosophies such as just in time, kaizen and total quality management. Managerial style The Japanese term "hourensou" (also rendered as " Ho-Ren-So") refers to frequent reporting, touching base and discussing – important attributes that are said to characterize collaboration and information flow within effective Japanese corporate culture. Hou' stands for 'Houkoku', the Japanese word for 'reporting'. 'Ren' comes from 'Renraku', the word for 'informing'. 'Sou' is derived from 'Soudan', the word for 'consulting'. refers to "getting your hands dirty", to identify or solve immediate problems and leaders are not exempt from this. Aspects of these principles are often mistaken by western managers as "micromanagement". In contrast, these principles are used as tools to shepherd processes. Mohammed Ala and William Cordeiro (1999) described the Japanese decision-making process of " ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Just-in-time Manufacturing
Lean manufacturing is a production method aimed primarily at reducing times within the production system as well as response times from suppliers and to customers. It is closely related to another concept called just-in-time manufacturing (JIT manufacturing in short). Just-in-time manufacturing tries to match production to demand by only supplying goods which have been ordered and focuses on efficiency, productivity (with a commitment to continuous improvement) and reduction of "wastes" for the producer and supplier of goods. Lean manufacturing adopts the just-in-time approach and additionally focuses on reducing cycle, flow and throughput times by further eliminating activities which do not add any value for the customer. Lean manufacturing also involves people who work outside of the manufacturing process, such as in marketing and customer service. Lean manufacturing is particularly related to the operational model implemented in the post-war 1950s and 1960s by the Japan ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Kaizen
is concept referring to business activities that continuously improve all functions and involve all employees from the CEO to the assembly line workers. ''Kaizen'' also applies to processes, such as purchasing and logistics, that cross organizational boundaries into the supply chain. It has been applied in healthcare, psychotherapy, life coaching, government, and banking. By improving standardized programs and processes, kaizen aims to eliminate waste and redundancies ( lean manufacturing). Kaizen was first practiced in Japanese businesses after World War II, influenced in part by American business and quality-management teachers, and most notably as part of The Toyota Way. It has since spread throughout the world and has been applied to environments outside of business and productivity. Overview The Japanese word means 'change for better', with the inherent meaning of either 'continuous' or 'philosophy' in Japanese dictionaries and in everyday use. The word refers to ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Kaizen
is concept referring to business activities that continuously improve all functions and involve all employees from the CEO to the assembly line workers. ''Kaizen'' also applies to processes, such as purchasing and logistics, that cross organizational boundaries into the supply chain. It has been applied in healthcare, psychotherapy, life coaching, government, and banking. By improving standardized programs and processes, kaizen aims to eliminate waste and redundancies ( lean manufacturing). Kaizen was first practiced in Japanese businesses after World War II, influenced in part by American business and quality-management teachers, and most notably as part of The Toyota Way. It has since spread throughout the world and has been applied to environments outside of business and productivity. Overview The Japanese word means 'change for better', with the inherent meaning of either 'continuous' or 'philosophy' in Japanese dictionaries and in everyday use. The word refers to ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Ho-Ren-So
"Hō-Ren-Sō" (報・連・相) is a business mantra or mnemonic acronym in Japanese business culture. It is an "abbreviation of "''Hōkoku''" (報告, to report), "''Renraku''" (連絡, to inform) and "''Sōdan''" (相談, to consult), and is more memorable as a homonym of ''hōrensō'', the Japanese word for "spinach Spinach (''Spinacia oleracea'') is a leafy green flowering plant native to central and western Asia. It is of the order Caryophyllales, family Amaranthaceae, subfamily Chenopodioideae. Its leaves are a common edible vegetable consumed either fr ...". It is utilised as a basic business rule in Japan to conduct smooth business communication. The origin of "Ho-Ren-So" comes from Tomiji Yamazaki who was the ex-president of Yamatana Security firm. In 1982 he started using the term for effective business communication in his firm and it has been widely spread and used throughout Japan through his book, "Strengthen your company with Ho-Ren-So". Description "''Hokoku ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Richard Pascale
Richard Tanner Pascale, born 1938, is an academic, management theorist and business advisor. He was based at Stanford Business School for 20 years and is currently (2020) an Associate Fellow of the Saïd Business School at the University of Oxford. ''The Economist'' magazine has named him "one of the leading management gurus of the past 50 years". Pascale's management works include: *''The Art of Japanese Management: Applications for American Executives'' (1981), co-authored with Anthony Athos of Harvard Business School. *''Managing On the Edge: How Successful Companies Use Conflict to Stay Ahead'' (1990),Pascale, R. T. (1990)Managing On the Edge: How Successful Companies Use Conflict to Stay Ahead Viking *''Surfing the Edge of Chaos: The Laws of Nature and the New Laws of Business'' (2000), co-authored with Mark Millemann and Linda Gioja, *''The Power of Positive Deviance: How Unlikely Innovators Solve the World's Toughest Problems'' (2010), co-authored with Jerry Sternin and Mo ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Junichiro Koizumi
Junichiro Koizumi (; , ''Koizumi Jun'ichirō'' ; born 8 January 1942) is a former Japanese politician who was Prime Minister of Japan and President of the Liberal Democratic Party (LDP) from 2001 to 2006. He retired from politics in 2009. He is the sixth-longest serving Prime Minister in Japanese history. Widely seen as a maverick leader of the LDP upon his election to the position in 2001, he became known as a neoliberal economic reformer, focusing on reducing Japan's government debt and the privatisation of its postal service. In the 2005 election, Koizumi led the LDP to win one of the largest parliamentary majorities in modern Japanese history. Koizumi also attracted international attention through his deployment of the Japan Self-Defense Forces to Iraq, and through his visits to the Yasukuni Shrine that fueled diplomatic tensions with neighbouring China and South Korea. Koizumi resigned as Prime Minister in 2006. Although Koizumi maintained a low profile for several ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Japanese Work Environment
Many both in and outside Japan share an image of the Japanese work environment that is based on a and model used by large companies as well as a reputation of long work-hours and strong devotion to one's company. This environment is said to reflect economic conditions beginning in the 1920s, when major corporations competing in the international marketplace began to accrue the same prestige that had traditionally been ascribed to the '' daimyō''–retainer relationship of feudal Japan or government service in the Meiji Restoration. Large companies At the very top, the most prestigious companies would recruit and retain the best workers by offering better benefits and truly lifetime job security. By the 1960s, employment at a large prestigious company had become the goal of children of the new middle class, the pursuit of which required mobilization of family resources and great individual perseverance in order to achieve success in the fiercely competitive education syste ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Salaryman
In Japan, a is a salaried worker. In Japanese popular culture, this is embodied by a white-collar worker who shows overriding loyalty and commitment to the corporation where he works. Salarymen are expected to work long hours, to put in additional overtime, to participate in after-work leisure activities such as drinking, singing karaoke and visiting hostess bars with colleagues, and to value work over all else. The salaryman typically enters a company after graduating from college and stays with that corporation for the duration of his career. Other popular notions surrounding salarymen include karōshi, or death from overwork. In conservative Japanese culture, becoming a salaryman is the expected career choice for young men and those who do not take this career path are regarded as living with a stigma and less prestige. On the other hand, the word ''salaryman'' is sometimes used with derogatory connotation for his total dependence on his employer and lack of individual ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
