Management solutions Japan. Japanese management philosophy

Send your good work in the knowledge base is simple. Use the form below

Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

Posted on http://www.allbest.ru/

STATE BUDGET EDUCATIONAL INSTITUTION OF SECONDARY VOCATIONAL EDUCATION IN MOSCOW

TECHNOLOGICAL COLLEGE No. 34

Discipline: "Management"

Specialty 101101 "Hotel service"

On the topic: "Features of Japanese management"

Performed:

Student group 02-5GS

second year

Avilova E.A.

Teacher:

Markova N.V.

Moscow 2015

Japanese management principles

Japanese management philosophy

Japanese production management methods

Japanese quality management methods

List of used literature

Japanese management principles

Japanese management kanban quality

Japanese management experts have formulated a number of basic management principles. These include the following:

lifelong employment system;

rotation in a circle (promotion system);

the organization begins with a rationale for its purpose;

man is not only a means to achieve a goal, man himself is the end of management;

orientation towards the development of the organization;

the company's philosophy is mandatory for everyone;

flexible structure;

group approach;

the position is not related to salary (the differentiation is insignificant);

emphasis on training (money for staff);

product quality is paramount;

group responsibility;

conditions force you to work, not the manager;

new young employees - blank sheets of paper;

respect for the company (family), head (father);

psychologically compatible groups;

“snooping” is unacceptable.

Japanese management argues that reliability is determined by three factors: capital, materials and people. They are sources of economic development, but they need to be used together, and not each separately.

The quality of management can only be verified by assessing how managers use all these resources to achieve certain goals, which, in fact, is the main task of management. The main purpose of management is to connect these factors together, but it should be remembered that the most important of them is the person.

As for the workforce, it should be noted that the Japanese people are very industrious, as well as the popularity and high level of public education, which served as significant factors in strengthening management.

Group motivation is the essence of the traditional characteristic of the Japanese manager. Three main trends can be identified here.

1. Lifetime employment.

spirit of cooperation, spirit of harmony;

the life of the company's employees and outside it forms a single whole;

the abilities of managers and the gift of personnel management are valued more highly than just the commercial side of the activity; for the flexibility of the company, small enterprises and branches are created;

they are used in other jobs if they are not suitable, but they are not fired;

various types of compensation, bonuses, guaranteed salary.

The company is considered as a “living being”, managers and ordinary employees are part of this “being”, therefore the part cannot live separately from the company. For these reasons, the collapse of a firm will mean death for both managers and other workers.

The basis of lifetime employment is the group consciousness of the Japanese people.

2. Group management.

Managers care about motivating groups of people. They say that one American works better than one Japanese, and ten Japanese work better than ten Americans.

There is competition between groups, but at the same time there is cooperation. The responsibility of each group is individual. Group activities such as quality circles have become widespread.

3. Management with the help of professional managers.

Most enterprises and commercial organizations take the form of joint stock companies. One of the features of managers in Japan is that in large enterprises their owners and managers are different people. With a clear advantage in the art of management, seasoned in the application of the case method, sensitive to computers, highly confident in their ability to solve the most complex problems, professionally trained people occupy all levels of management.

Japanese management assumes that people want to work and therefore there is a strong belief that:

work is a source of satisfaction;

people try to achieve the goals that are set;

important role plays a desire for self-expression, satisfaction of pride;

people are ready to voluntarily take responsibility;

most people have significant creative abilities;

only part of people's intellectual abilities is used in enterprises.

Such a worldview means confidence in the positive qualities of the character of human nature. People want and strive to work.

In this regard, an important task of management is to remove obstacles and create conditions for people to achieve their desired goals.

Methods of motivating people can be as follows:

1. The range of activities is not limited; Promoting the development of an attitude towards work that allows the individual to develop a dynamic, future-oriented approach. To achieve this in practice, work is expressed in terms of annual goals. There are about five goals, they should be slightly above the employee’s abilities. The goals should be quite high.

2. Delegating work and allowing creativity. Tasks are not detailed, full authority is ensured, and the employee is not reproached for failures.

3. Observation of work through dialogue. A challenge-response relationship means a reciprocal exchange. Challenge means that leaders are the first to take action to prevent difficulties and dangers; the answer means that managers solve the problem posed by subordinates as soon as possible. The manager should not avoid answering urgent questions or delay solving problems.

4. Activation of connections through personal contacts. The importance of personal contacts is emphasized, rather than sending orders.

Japanese fphilosophy of management

It consists of a number of initial positions.

1. “The activity that we call management requires complete dedication; human intellect and experience are concentrated in it. A person who devotes himself to management occupies a very honorable and at the same time responsible position, requiring complete dedication and readiness to make self-sacrifice.” The social significance of the manager's role is great.

2. The manager must perfectly understand the goals of his organization, justify its policies and create plans to achieve the goals in such a way that his subordinates work with self-esteem and receive satisfaction from their work. The spirit of openness, the ability to quickly transform, discipline and order in constant movement along the path of improvement.

3. The most important task of managers is to implement the responsibilities assigned by society to modern corporations. To do this, they have to combine different and sometimes opposing interests into one whole.

Although making a profit remains the main goal of business activity, it is necessary to clarify that the concept of profit has expanded and transformed into the concept of creating and increasing various benefits.

Thus, the manager’s influence extends directly or indirectly to the entire society.

The Japanese view every person as having economic, social, psychological and spiritual needs. They believe that only when the individual's needs are fully satisfied by the culture of relations in the corporation, his abilities can be fully used for work, the results of which in most cases are outstanding. The “human potential” model instills in each employee the consciousness of his usefulness, the need for him to be informed about the company’s plans and provide the opportunity to take initiative in current affairs.

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

Thus, the defining features of the Japanese management system are as follows:

1. Lifetime employment system, in which people receive satisfaction from dependence, determined by close vertical communication in the company, loyalty.

2. The corporation is strong due to the best sides of its employees. Everyone can contribute.

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

Let's look at six characteristics of Japanese management:

1. Job security and creating an environment of trust.

2. 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. Focus on quality.

6. Value the company’s know-how. The greatest reserve of “know-how” is in the skill and mind of experienced workers, specialists, and managers. Avoid leakage and loss of invaluable experience and specific knowledge.

7. System of continuous search for innovations.

These features are common to all large Japanese firms. For example, Toyota is the largest car manufacturer in Japan - 400 units per day, about 4 million units per year. and it is a leader in terms of sales of its products, in terms of net profit, and in terms of quality. The reason for all the company's success is the system of comprehensive continuous improvement. At first, the search resulted in simple but widespread savings. Then the idea of “eradicating everything unnecessary” was born. “Eternal improvement” is one of the main elements of the Japanese production organization system.

The Japanese respect those who “dedicated themselves to the pursuit of victory.” Prizes in wrestling are given to those “who tried hard.” The “endless improvement strategy” of the start is a kind of basic, core line of Japanese business.

There is filigree coherence of all parts of the production process.

Back in the late 40s, the Japanese abandoned warehouses as “managerial nonsense.”

The “everything in due time” system has several rules that have been elevated to the rank of law.

One of them states that the team or site itself accepts parts or products from the previous production link, i.e., an internal shop acceptance system operates. This managed to psychologically restructure the staff, forcing them to view the teams at the next stage of the production chain as buyers who dictate the level of required quality. In other words, the “model of the village artisan” is being revived, who weaved each of his baskets conscientiously, 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; commonality of feelings with the consumer; satisfying them at the same level as the manufacturer himself would satisfy his own desires.

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

The general commercial policy consists of six elements.

1. The foundation, strategic setting are the principles of business ethics or the main direction of the company's activities.

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

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

4. Slogan of the year (especially 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 protection, production development).

Japanese methodsatproduction management

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

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

The first part is aimed at increasing 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 product. The secret to success lies in effective inventory management. The benefits may seem insignificant at first. They come down to some savings in inventory production costs, which arise from the fact that the smallest batches of parts are manufactured and stored.

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

Here's how it happens. The worker receives one part at a time. If it is not suitable, he immediately brings this to the attention of the previous worker, who finds out the reason and eliminates the shortcomings. This provides mutual assistance. The mechanism of Japanese management uses as “fuel” the specific national traits of the Japanese people: hard work, frugality, dedication to business, company, receptivity to innovation, high educational level.

Lesson two. Just-in-time manufacturing reveals problems that would otherwise be invisible due to excess inventory and redundant personnel.

The concept of "just in time" is at the core of the production management system. The idea is simple: produce and deliver finished products just in time for their sale, components - in time for assembling products, individual parts - in time for assembling components, materials - in time for manufacturing parts.

The “kanban” system provides for the production of products in small batches, reduction of changeover time for equipment and devices, reduction of costs during shipment, delivery, receipt (one-day deliveries are carried out by phone orders, several times a day in small batches), complete rejection of any inventories.

The presence of large batches of components and parts hides the causes of defects and defects. When batch sizes are reduced, the reasons for defects are exposed.

Once proper visibility is provided, everyone will strive to choose the right course. The technique of “pulling” parts and assemblies is used here, as opposed to the practice of “pushing”.

The effectiveness of a JIT system is determined by a number of factors. Firstly, production efficiency is increased by reducing inventories, waste and indirect costs, and direct labor costs for rework are reduced. In addition, the need for warehouse space, equipment, machinery, labor, the cost of transporting goods, the need for control and accounting, and information processing are reduced. Management costs are reduced.

Secondly, additional benefits are derived from studying market conditions and predicting its changes related to the size of purchases and deliveries, delivery times, etc.

Third, the constant repetition of the cycle (reducing inventory, improving quality, increasing productivity, etc.) ultimately means that goods become cheaper and better quality.

Fourthly, the pricing tactics of Japanese firms are to focus on low profit margins. Low costs and low profit margins lead to reasonable prices, which makes it possible to conclude more and more new contracts, and this entails the development of production and stimulates the growth of output volumes. Gross profit margins are high due to increased sales volumes.

The second lesson can be formulated as follows: avoid excess, waste, unevenness.

It is based on the following provisions:

mass personnel training;

organization of quality circles;

setting goals, habit of improvement and striving for excellence.

Workers are given the right to stop the conveyor line (using yellow and red signals).

Principles to further improve quality:

production in small batches;

order in the workplace;

planned underload;

daily check of equipment condition.

“Quality first” is not just a slogan, but a strategy for organizing production and all personnel - from bottom to top.

Lesson four. Cultural differences between nations are not an obstacle.

The use of the method helps to change the attitude of workers towards work and managers towards their activities.

Lesson five. “Strive for simplifications, and the goods will flow like a record.” Meaning:

simplify the production structure of the enterprise, break down the boundaries between technologically specialized workshops.

Lesson six. Flexibility opens the door to success. Flexibility of production, its rapid adaptability to market conditions are the foundation of the situation.

Hence the production of mixed models, the flexible use of highly qualified labor (multi-skilled workers). Flexible use of labor is the key to effective resource management.

Lesson seven. Do not take on too much cargo at once: it is better to make several trips (we are talking about purchasing materials, reducing costs, strictly observing the volume, delivery times and delivery of goods). Japanese buyers strive for one supplier for one product.

Single-Source Purchasing: A firm with 60% of its supplies destined for one buyer will make every effort to please the partner so that it does not have to deal with other firms. Another wording: force your suppliers to deliver daily or even more often.

Lesson eight. Great emphasis on self-improvement. Fewer programs, less intervention from specialists. Quality circles are combined with workers acquiring related professions and rotation of workers and managers.

The Japanese did not discover anything new and did not make any amendments to the old ideas about line and staff personnel. They simply adhere to the desire to help line managers and workers improve their performance.

Therefore, the production staff are trained and trained to become experts in their field and are moved on time so that the workers can improve themselves. They do everything according to science. And again the same idea is emphasized: the company does not need a large number of programs implemented or managed by specialists; production managers and workers can handle it themselves.

Lesson nine. Simplicity is a natural state. The desire to de-bureaucratize, to eliminate unnecessary paperwork where oral orders and telephone conversations can be done, and the abandonment of unnecessary administrative links.

The simplicity of the Japanese system does not tolerate unnecessary authorities and bureaucratic red tape. The Japanese are increasingly resorting to simple and clear solutions. The main motto: simplify and reduce.

The timing of the changes is also important - it is symbolic that at Toyota this system was born during a real crisis, under the threat of bankruptcy.

Japanesemethodsquality management

These methods are described in detail in the book of the same name by a prominent Japanese specialist, Kaoru Ishikawa, president of the Institute of Technology in Tokyo.

One Japanese manager said: “Many foreigners visiting our company are surprised at how we, using the same technology, equipment and raw materials as in Europe and the USA, achieve a higher level of quality. They don’t understand that quality comes not from machines, but from people.”

With this, he provided one of the best explanations for the stability of the Japanese economy.

There are many ways to explain Japan's economic achievements, but ultimately it is human potential that comes first.

Japanese managers had somehow discovered the secret to harnessing people's energy and using their reserves more effectively than anyone else. This was greatly facilitated by the quality management system.

In the Japanese language there are several words with similar meanings denoting “management” - “keye”, “kan-ri”, “kansei”, “tosei”, similar to the concept of “management”, which in general implies the need to set goals, set tasks and finding a way to effectively achieve and solve them. Management came to Japan from the West, but here it has its own specifics related to national traditions and conditions of cultural development.

How to carry out quality management?

It is necessary to follow the formula: “plan - do - check - influence”. This is called the “circle of control”, which helps you move in the right direction. It consists of 6 sectors, i.e. six sets of activities are expected:

1. Definition of goals and objectives.

2. Determining ways to achieve goals.

3. Education and training.

4. Execution of work.

5. Checking the results of the work performed.

6. Implementation of appropriate control actions.

What hinders management and improvement?

As a rule, it's all about people, in particular their wrong position. These include:

1. Passive senior managers, their desire to avoid responsibility.

2. Those who believe that everything is fine and there are no problems.

3. Those who consider their company to be the best.

4. Relying on their meager experience, believing that the best ways to achieve goals are those that are well known to them.

5. Those who think only about themselves or their unit.

6. Who does not want to listen to the opinions of others.

7. Who strives to advance by any means and cares only about his own well-being.

8. Despair, jealousy, envy.

9. Those who close their eyes to the outside world, to what is happening outside their immediate environment.

Challenging such harmful attitudes requires conviction, collaboration, enthusiasm and a desire to innovate.

What is quality assurance?

This means guaranteeing a level of product quality that allows the consumer to confidently purchase and use it for a long time, and these products must fully satisfy the consumer's requirements: justify his trust and satisfy his needs. The organization of service is also of great importance. The quality assurance principles are as follows:

1. Quality assurance based on control.

2. Quality assurance based on production process management.

3. Quality assurance at the stage of development of new types of products.

Japanese companies at the forefront of science and technology set themselves the following tasks:

1. Prosperity and high reputation of the company.

2. Combining the efforts of all workers, achieving universal participation in solving problems, creating a coordinated system.

3. Gaining the trust of customers and consumers.

4. Creative approach to the development of new products (original technology).

5. Effective administrative quality management.

6. Respect for the individual, training of all company employees, production culture, passing on traditions to the next generation.

7. Use of statistical methods for quality management.

The main rule: “The face of a company is determined by its employees.”

Administrative management means: production organization, time study, market improvement, procurement management, functional cost analysis, standardization, personnel training, cost accounting, etc.

First of all, the interests of the staff must be taken into account, and then the needs of consumers must be satisfied.

This most important task is solved using three main means: quality, price (costs and profits), quantity (delivery times).

The principle of “quality first” is confirmed by the following rules:

1. Quality management begins and ends with personnel training.

2. The next stage of the production process is the consumer of your product.

3. The usefulness of an employee is determined not by his constant physical presence, but by the company’s need for this employee (his qualities: speed of reaction, intelligence, initiative).

4. An accomplished leader can be called one who is able to manage and is superior in position (without abuse).

5. Empowering subordinates with rights stimulates the comprehensive development of their abilities and activates their creative capabilities (know the strategy and practical policies of the company well).

6. Reliability of information from managers at all levels.

7. Responsibility for the activities of quality circles.

8. Cooperation and communication with other departments (horizontal communications).

9. Orientation towards the future (head of the company - for 10 years, deputy manager - 5 years, head of department - 3 years).

The basis of the activities of quality circles is to promote the improvement and development of the enterprise and its divisions, the creation of a healthy, creative and friendly atmosphere at the work site, the comprehensive development of the abilities of employees and, as a result, their use in the interests of the company.

The principles of activity of quality circles are: voluntariness; self-development; group activities; employee participation; relationship with the workplace; business activity; continuity of operation; mutual development; an atmosphere of innovation and creative exploration; awareness of the importance of this activity.

Studying the practical experience of Japanese companies, it can be noted that at first glance there is nothing special in the activities of their managers, but this is the “zest” of Japanese management. The success of the Japanese is that they do everything as required by the principles, as expected, “as taught,” in compliance with all the requirements of human and business relations, and strictly follow instructions.

In our country, almost everyone knows the traffic rules, but few people follow them. It’s the same in management: we know how to do it, but we act completely differently.

Bibliography

1. Sulpovar L. B., Mannapov R. G. “Management science and the art of business management” educational and practical manual - T.: Sovremennik, 2009.

2. Komir Yu. D. “Techniques of effective business communication. "Practical guide - Kh.: Osnova, 2010

3. Shcherbakov V.I. “A new approach to management. » Book - M.: Economics, 2012

4. Shekshnya S. V. “Personnel management of a modern organization.” Educational and practical manual - M.: JSC "Business School "Intel-Sintez", 2012.

https://www.google.ru

http://notices/index.ru

http://www.samgups.ru

http://www.catalog.uccu.org

Posted on Allbest.ru

...

Similar documents

The ability to work with people and increasing employee productivity as the reason for the success of the Japanese management system. Production management system using the example of Toyota. Just-in-time production, description of the kanban system.

course work, added 04/14/2012

Characteristic features and characteristics of the Japanese management system, the role of managers in the system. Analysis of the main aspects of Japanese management experience in relation to Pilgrim LLC: key principles of Japanese management and basic management methods.

course work, added 05/23/2010

The concept of quality management, the evolution of the world management system. Basic provisions and advantages of the Japanese school of quality management. Quality management experience in the USA. Features of the formation and development of the American school of quality management.

course work, added 12/17/2011

Theoretical aspects of management methodology. Subjects and objects of management, their interaction. Consideration of management principles in the concept of modern management. Structuring the organizational structure of the HR department.

course work, added 03/22/2018

Theoretical foundations of the use of modern management methods. Essence, types, tasks and methods of management. Features of modern management. Brief economic characteristics of the Vikor LLC enterprise, basic management methods at the enterprise.

course work, added 03/11/2012

Functions and principles of management. Management methods in management. Analysis of MUP management methods. Enterprise management structure. Development of proposals for improving management methods in pharmacy management.

course work, added 05/22/2007

The essence and ideology of the Japanese management system. The reasons for the difficulty of implementing this system using the example of the work of organizations in the Zavodoukovsky urban district. Analysis of the work of an individual entrepreneur in accordance with the concept of Japanese management.

course work, added 05/18/2011

Analysis of the relationship and modern trends in quality management and personnel management. The essence of the Japanese school of quality management, its differences from the American and European ones. Evaluation of Toyota quality management models, their achievements and failures.

thesis, added 09/26/2010

The origin of management and the main stages of its development. The main functions of management: forecasting and planning, organization, motivation and stimulation, control. Classification of management methods. Directions of influence on the control object.

course work, added 11/14/2010

General and special management functions. Features of the management process. Analysis of the practice of implementing the management function at a Hyundai auto center: planning, management organization, motivation and control. Characteristics of the auto center as a management object.

Topic: Japanese model, Japanese management methods

Introduction 3

1. Principles of Japanese management 4

2. Japanese production management methods 6

3. Human Resource Management in Japan 10

Conclusion 15

References 16

Introduction

The transformations taking place in our country are aimed at increasing the efficiency of social production. To solve this problem, a whole range of measures is being implemented. A decisive struggle has unfolded to improve the quality of products, more effective economic management methods are being introduced to replace the obsolete administrative management methods, new forms of organizing labor and production, a transition is being made to the principles of full self-financing, and external economic relations are being reorganized. At the same time, it is still necessary to find and put into action untapped reserves of effective organization of management, more complete use of all types of resources, and use methods of stimulating labor. The development of advanced management methods in developed capitalist countries can help solve these problems.

Of particular importance in this regard is familiarization with Japanese management methods, which are of increasing interest almost all over the world. All the vigorous activity in the study of Japanese management reflects the general alarm of the business world and academic circles in the United States and Western Europe about their lagging behind Japan in such a crucial area as management.

Topic of the test: “The Japanese model, methods of Japanese management.”

The goal is to study management literature that reveals the content of Japanese management.

Test objectives:

Highlight the principles of Japanese management.
Consider Japanese production management methods.
Reveal the features of labor resource management in Japan.

1. Principles of Japanese management

Modern management methods developed in Japan in the context of post-war devastation, which confronted leaders with the task of restoring social, political and economic life. Under the influence of the American occupation administration, future Japanese managers became 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 managers of Japanese enterprises carried out their tasks, first by applying traditional management methods to 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 learn useful lessons, absorb new ideas and thus find a new, Japanese path 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 lifetime employment system and the collective decision-making process.

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

The question of which human traits will be strong enough to rely on in the context of rapid changes in social psychology and ethical values, for Japan, as for other countries, still remains open. Many researchers believe that even the seemingly most modern features of thinking and feeling of individuals and social groups are the product of past eras and will disappear as society develops. The change in management methods in Japan today is characterized by increasing freedom to choose concepts to create optimal systems, but traditional management methods are not forgotten.

Another important feature of Japanese management is the concept of continuous learning. The Japanese are confident that continuous learning leads to constant improvement of skills. Every person can improve his or her job performance through continuous learning. 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 duty in mastering excellence without the expectation of any material gain. The Japanese are convinced that improving one's skill in itself can bring great satisfaction to a person.

The Japanese are receptive to new ideas. They love to learn from other people's mistakes and benefit from other people's experiences. They closely monitor what is happening in the world and systematically supplement information from abroad. They borrow and quickly assimilate new technological methods and processes. Japanese workers do not resist the introduction of new technological advances. Innovation is the basis of economic growth, and the Japanese are truly committed to it.

The ideas described above were important for preparing changes in Japanese management strategy and leadership style, as well as for the structural restructuring of individual enterprises and the economic system as a whole. The core of the new concepts was the recognition of the social responsibility that lies with managers.

In 1947, entrepreneur and one of the founders of Panasonic, I. Matsushita, founded the Doikai creative laboratory to research new management solutions. In one of the first works of this laboratory, Mr. Matsushita notes: “Every company, regardless of its size, must have certain goals other than making a profit, 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 convey to the employees what the company wants to achieve and indicate its ideals. And if his subordinates realize that they are working not only for their daily bread, they will be encouraged to work harder together in order to achieve a common goal."

Thus, modern Japanese management has acquired a spirit of openness, which has made it possible to subordinate technological development to the solution of problems posed by life itself. The Japanese management system 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 upon some features of the traditional culture of this country.

2. Japanese production management methods

Japanese managers teach 9 lessons about a simple approach to production management. Japanese manufacturers have rejected complex management recipes, their approach is to simplify problems rather than seek complex solutions. The Japanese management system can be divided into two main groups of methods. The first relates to the problem of business efficiency, the second to the problem of product quality.

First lesson. Management technology is a transportable product.
The secret to success lies in effective inventory management. The benefits may seem insignificant at first. They come down to some savings in inventory production costs, which arise from the fact that the smallest batches of parts are manufactured and stored.

The Japanese discovered that the main benefits were improved product quality, increased worker commitment and increased productivity.

Lesson two. Just-in-time manufacturing reveals problems that would otherwise be invisible due to excess inventory and redundant personnel. The concept of "just in time" is at the core of the production management system. The idea is simple: produce and deliver finished products just in time for their sale, components - in time for assembling products, individual parts - in time for assembling components, materials - in time for manufacturing parts.

"Kanban" is a purely Japanese word and means "card" or visual recording system. "Kanban" is an improved system used at Toyota, in which an order for the manufacture of parts is entered on a special card. The “kanban” system provides for the production of products in small batches, reduction of changeover time for equipment and devices, reduction of costs during shipment, delivery, receipt (one-day deliveries are carried out by phone orders, several times a day in small batches), complete rejection of any inventories.

Secondly, additional benefits are derived from studying market conditions and predicting its changes related to the size of purchases and deliveries, delivery times, etc.

Third, the constant repetition of the cycle (reducing inventory, improving quality, increasing productivity, etc.) ultimately means that goods become cheaper and better quality.

The second lesson can be formulated as follows: avoid excess, waste, unevenness.

Lesson three. Quality begins with the organization of production.
It is necessary that all company personnel develop the habit of improving quality. The challenge is to do everything right at once. Responsibility rests with the manufacturers themselves. This is the basic principle of the Japanese approach. It is based on the following provisions: mass personnel training; organization of quality circles; setting goals, habit of improvement and striving for excellence.

Principles that further improve quality: production in small batches; order in the workplace; planned underload; daily check of equipment condition.

“Quality comes first” is not just a slogan, but a strategy for organizing production and all personnel - from bottom to top.

Lesson four. Cultural differences between nations are not an obstacle. The use of the method helps to change the attitude of workers towards work and managers towards their activities.

Lesson five. “Strive for simplifications, and the goods will flow like a record.”
The point: simplify the production structure of the enterprise, break down the boundaries between technologically specialized workshops.

Lesson six. Flexibility opens the door to success. Flexibility of production and its rapid adaptability to market conditions are the foundation of the situation. Hence the production of mixed models and the flexible use of highly qualified labor (multi-skilled workers). Flexible use of labor is the key to effective resource management.

So, the simplicity of the Japanese system does not tolerate unnecessary authorities and bureaucratic red tape. The Japanese are increasingly resorting to simple and clear solutions. The main motto: simplify and reduce. The timing of the changes is also important - it is symbolic that at Toyota this system was born during a real crisis, under the threat of bankruptcy.

3. Human resource management in Japan

The basis of Japanese management is the management of people and human resources. In contrast to the widely used term “personnel management,” Japanese managers and management specialists prefer the term “people management,” emphasizing the need for a full range of influence on the company’s personnel, including effective social and psychological methods based on a deep understanding of human psychology.

Basically, the labor management system in Japan is similar to the American one. Japanese corporations manage their employees in such a way that they work as efficiently as possible. To achieve this goal, Japanese corporations use American personnel management techniques, including effective wage systems, labor and workplace analysis, employee certification, etc. But there is a big difference between American and Japanese management. Japanese corporations take greater advantage of their employees' dedication to their companies. Employees' strong identification with the corporation creates strong morale and leads to high performance. The Japanese management system tends to strengthen this identification, even bringing it to the point of sacrificing the interests of the company.

Typically, management includes four main functions: planning, organizing, motivating and controlling. A key aspect of Japanese management is personnel management. In Japan, as the Japanese themselves say, there is only one wealth - people.

It is the effective management of human resources, which, according to Japanese experts, remain the only inexhaustible resources, that ensures the achievement of high product quality and the competitiveness of Japanese products and technologies in the international market. The key importance attached to this area of Japanese management is the recognition and awareness of the fact that it is the foundation for the company’s success in all other aspects and areas of management.

The main feature and peculiarity of Japanese management is that the management of companies is based on the capabilities of a person, and not on a machine or production functions. This feature of Japanese management has become fundamental.

Therefore, over time, Japanese companies have developed a developed conceptual scheme for human resource management, which can be presented in the form of the following table.

Strategy

Conceptual installations

Methods

Preferential
focus on
efficient

usage
"human factor" in
management

Long-term (lifetime) employment system

Developed system of moral, psychological and material incentives

Developed personnel integration system

Slow advancement up the ladder (principle of “seniority”)

Comprehensive performance assessment system

Horizontal personnel rotation

Focus on group work methods

Interchangeability of personnel. Universalism in professional training.

Continuous retraining of personnel on a top-down basis

Developed system of communication and interaction

External smoothing of social differences between management and workers

Consultative (group) nature of decision making

Increased attention to the employee

The Japanese employee identifies himself very closely with the corporation that hired him. Both senior officials and ordinary executives 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 identifying himself with the company. Another manifestation is that a Japanese employee, in response to a question about his occupation, names the company where he works. Many employees rarely take rest days, and often do not take full advantage of their paid time off, because they believe that it is their duty to work when the company needs it, thereby demonstrating their loyalty to the company.

One of the central places in the activities of managers is the decision-making process. The management of any purposeful, conscious and organized activity ultimately comes down to the preparation, development and implementation of decisions. In a particular case, decisions made are implemented as control, corrective influences, through which management in the narrow sense of the word is implemented. But if we consider the management of organizations and firms in a broader aspect, then it is easy to see that decision making is an integral and dominant process in the implementation of any of the individual management functions.

The traditional Japanese decision-making methodology is based on the ringi system. This term can be literally translated as “obtaining consent to a decision through a survey (without convening a meeting or meeting).”

In a Japanese organization, there are three main levels of management:

A) “Keiei” (management) is the highest strategic level of management. This includes the positions of chairman and members of the board of directors, president, vice presidents and heads of central services. At this level, the strategic goals and policies of the company are determined.

B) “Kanri” (administration) - average tactical level. This includes the positions of heads of departments of the company and heads of departments.

B) “Ippan” (rank and file) - operational level of management. This level includes positions of line managers: group leaders, shift supervisors, section supervisors, as well as foremen and foremen.

It should be noted that “keyei”, “kanri”, “ippan” can hardly be called a level of management in the generally accepted sense, that is, when each of them is characterized by a certain power and responsibility. A distinctive feature of the Japanese organization is that, as a rule, there is no clear delineation of levels of power and responsibility.

This feature is most clearly manifested in the traditional form of the decision-making procedure. In this case, a certain formal procedure must be followed. The manager from whom the initiative to make a decision comes draws up a special document known as the “ringise”. This document comprehensively describes the problem and offers recommendations for resolving it. After this, the “ringise” is transferred for consideration to those departments whose activities are at least to some extent affected by the problem raised. After the “ringise” has circulated among all interested managers at the level at which it was drawn up, the document is transferred to the next, higher level of management. After the top manager approves the document, the decision is considered made and takes on the nature of a directive.

An essential feature of the ringi system is that it involves the conscious use of indirect management methods.
Finding out the opinions of a large number of people - participants in the decision-making process expands the understanding of the problem as a whole and allows us to determine its significance and impact on the company's activities. The decision is therefore to a large extent an expression of collective opinion developed within the group rather than imported from outside, and this fact takes on great positive significance at the implementation stage. In this case, the group method of decision-making becomes, to a certain extent, a stimulator of their implementation and the development of group motivation. This method improves the quality of decisions made. The exchange of opinions stimulates the emergence of completely new ideas.

Another feature of Japanese management is that it is highly ideological management. The mechanism of ideologization is the core of Japanese management, since, on the one hand, it is it that primarily serves as the force that supports and reproduces the Japanese type of management, and, on the other hand, it is it that gives Japanese management the vitality and strength that makes Japanese management is very efficient.

Thus, the main goal of ideological influence on an employee is to develop his attitude towards the organization in which he works, as in a single family. Also, the direction of ideological work is to instill in the employees of a Japanese company a sense of patriotism towards their organization, a sense of pride in it.

Conclusion

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

In Japanese organizations, the leader occupies the most responsible position. He brings the team together. It suppresses internal conflicts. His authority is accepted by everyone unconditionally. Its absence can lead to sad results: the group loses unity and drowns in internal strife.

Authority and power in Japan depend on seniority, not merit.
Consequently, the leader is not always a competent person. He often fails to explain the intricacies of his business - the real work is done by his subordinates. A leader must manage people well. He must be able to inspire his team and must be able to attract and maintain the love and loyalty of his staff.

Understanding Japanese management will certainly help Russian business executives, economists, and businessmen to better understand the problems of their country's economy and provide an opportunity to improve production.

Mastering the core of Japanese management - rejection of narrow specialization, universal development of the employee and stable employment associated with such development, rotation of personnel within the company, training on the job, etc. - necessary for every company that wants not only to succeed, but at least to exist.

Bibliography

Vesnin V.R. Management for everyone / V.R. Vesnin. - 3rd ed., add. - M.: Knowledge, 2002.
Glinsky B. About the Japanese management experience / B. Glinsky // Problems of theory and practice of management. - 2001. - No. 4. - P. 42-51.
Okeanova Z.K. Social and ethical marketing / Z.K. Oceanova. -M., 2002.
Organization management: Textbook / Ed. A.G. Porshneva, Z.P. Rumyantseva. - M.: INFRA, 2005.
Personnel management and labor relations in Japan // Personnel Management. - 2001. - No. 7. - P. 76-85.

If the Test work, in your opinion, is of poor quality, or you have already seen this work, please let us know.

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 path, unlike anyone else, which has found its direct reflection in Japanese management philosophy 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 “Made in Japan” label are a priori the best and most desired by customers. And they absolutely live up to their reputation - the longest-lasting, most accurate and most reliable mechanisms. Why is this exactly so? What is the reason for such high quality products? What kind of supermen produce them? Let's try to understand this Japanese personnel phenomenon.

Before the war with Nazi 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 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 became acquainted with the American system of doing business, and it was in the conditions of post-war devastation in the country that new leaders of Japanese business were formed. A Japanese management philosophy is emerging, based on a combination of traditional methods of pre-war Japan and American methods. Directors of Japanese companies needed to adapt old management methods to the new post-war reality, and they coped with this task brilliantly, incorporating into their new management model the most advanced that they could find from the Americans. The result was our own, completely unique system.

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

What principles is the Asian model of personnel management based on?

There are three main principles, namely:

lifetime recruitment
continuous
method of collective decision making.

Send your good work in the knowledge base is simple. Use the form below

Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

INTRODUCTION

1. Principles of Japanese management

2. Characteristics of the management control system

3. Basic methods of labor management

3.1 System of “lifelong employment” of workers and employees

3.2 Specifics of remuneration and career advancement “by seniority”

3.3 Personnel training

4. Japanese quality management model

CONCLUSION

BIBLIOGRAPHY

INTRODUCTION

Management in Japan, as in any other country, reflects its historical characteristics, 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, we can say that the basic principles of Japanese and European management lie on different planes, with very few points of intersection.

Japanese management, based on collectivism, used all the 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 feeling of shame. Considering that the tax system works to average the income and material condition of the population with its emphatically progressive fiscal mechanism, there is minimal wealth stratification in society, and this makes it possible to use the sense of collectivism as effectively as possible.

The main subject of management in Japan is labor resources. The goal that the Japanese manager sets for himself is to increase the efficiency of the enterprise mainly by increasing the productivity of workers. Meanwhile, in European and American management, the main goal is profit maximization, that is, obtaining the greatest benefit with the least effort.

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

Mastering the core of Japanese management - rejection of narrow specialization, universal development of the employee and stable employment associated with such development, rotation of personnel within the company, learning on the job, etc. - is necessary for every company that wants not only to succeed, but at least to exist .

The purpose of this work is to identify the features and characteristics of Japanese management methods. In accordance with this goal, it is necessary to solve the following tasks:

· systematize theoretical and analytical material on the basic concepts of the topic being studied and summarize existing experience in the scientific literature on these studies;

· consider the principles of Japanese management;

· characterize the management control system;

· study the basic methods of personnel management in Japanese enterprises;

· analyze the Japanese quality management model.

1. Principles of Japanese Management

This does not mean that Japan did not have an effective production management system before 19945. It’s just that the post-war crisis gave incentives to search for a model of the national economy. The managers of Japanese enterprises carried out their tasks, first by applying traditional management methods to 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 learn useful lessons, absorb new ideas and thus find a new, Japanese path of development.

Japanese society is homogeneous and imbued with a spirit of collectivism. The Japanese always think on behalf of groups. The question of which human traits will be strong enough to rely on in the context of rapid changes in social psychology and ethical values, for Japan, as for other countries, still remains open.

Many researchers believe that even the seemingly most modern features of thinking and feeling of individuals and social groups are the product of past eras and will disappear as society develops.

Changing management methods in Japan today are characterized by increasing freedom of choice of concepts to create optimal systems, but at the same time traditional management methods are not forgotten . Another important feature of Japanese management is the concept of continuous learning. The Japanese are confident that continuous learning leads to constant improvement of skills. Every person can improve his or her job performance through continuous learning. 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 duty in mastering excellence without the expectation of any material gain. The Japanese are convinced that improving skill in itself can bring a person great satisfaction . The Japanese are receptive to new ideas. They love teaching b learn from other people's mistakes and benefit from other people's experiences. They closely monitor what is happening in the world and systematically supplement information from abroad. They borrow and quickly assimilate new technological methods and processes. Japanese workers do not resist the introduction of new technological advances. Innovation is the basis of economic growth, and the Japanese are truly committed to it [ 3 , c .156].Data representation necessary to prepare for changes in Japanese management strategy and leadership style, and to structural restructuring of individual enterprises and the economic system as a whole. Thus, modern Japanese management has acquired a spirit of openness, which has made it possible to subordinate technological development to the solution of problems posed by life itself. The Japanese management system can be seen as a synthesis of imported ideas and cultural traditions.

2. CHARACTERISTICS OF THE MANAGEMENT CONTROL SYSTEM

Management control is an abbreviated definition of management planning and feedback, which is a tool for managers to achieve organizational goals. A person’s ability to manage has certain limits, so the optimal scale of the business must be found to allow it to be managed effectively.

It should be noted that management control over the implementation of assigned tasks 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.

To get rid of subjectivity, Japanese managers, wherever there is the slightest opportunity, use statistical methods to determine the current situation. The Japanese believe in numbers. They measure everything. They try to quantify all aspects of the business. The Japanese do not waste their energy. Everything is organized flawlessly, which is the essence of good management.

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

Punishments include reprimands, fines and dismissals. Dismissal is permitted in cases of theft, acceptance of bribes, sabotage, cruelty, and deliberate disobedience to the instructions of superiors. Japanese managers resort to punitive measures extremely reluctantly. In contrast to the tactics of intimidation with punishment, Japanese management pays special attention to the self-awareness of workers and therefore uses “slogan tactics” to encourage greater 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, the correct personnel policy when hiring “will not allow” an unscrupulous employee into the company, since the one who hired him is fully responsible for him work.

3. BASIC METHODSMANAGEMENTILABOR RESOURCES

3.1 System of “lifelong employment” of workers and employees

Much attention from specialists around the world is attracted by the features of the Japanese system of “lifelong employment” of workers and employees, the use of which determines the fairly high efficiency of the functioning of large Japanese companies.

This is a system under which an employee hired after graduation works for that corporation until retirement. In the most general terms, the functioning mechanism of the “lifetime employment” system usually operates as follows. Every year, a company or government agency hires a certain number of graduates of higher or secondary educational institutions, who are ceremonially accepted into the company's workforce for a probationary period. Over the course of a year, they undergo a full training course for a specific position in a particular division of the company under the guidance of a specially designated employee. After a year, employees who have proven themselves positively are usually included in the permanent staff of the company, and after five or more years (and with sufficiently high performance indicators) they can be appointed to various management positions at the middle level of the hierarchical ladder in the company's management system. Upon reaching the age of 55-60, all employees, except top-level managers, must retire, and younger employees with the necessary qualifications and appropriate work experience in the company are appointed to the vacant positions. When hiring, most Japanese firms use a fairly strict system for selecting candidates for permanent staff, which includes:

· selected channels for the influx of new employees by maintaining constant connections with certain educational institutions, using a system of applications and recommendations when hiring

· the system of examinations and interviews for admission does not work

· research of marital status, evaluation of recommendations and reviews

· mandatory use of a probationary period with summing up the results of its completion.

An important component of the Japanese personnel management system is a unique mechanism for the forced renewal of production personnel and middle-level managers, which in practice works very effectively. At the same time, guaranteed employment, even for the elite stratum of permanent workers, is provided not for the entire period of labor activity, but only for its most productive part. Retired workers in most cases have the opportunity to return to their previous place of work, but at the same time they automatically fall into the category of temporary workers, i.e. receive much lower wages and can be fired at any time. Through the use of such a mechanism, significant cost savings are ensured, since the company, firstly, does not need to bear the costs of professional training, and secondly, for performing similar work, a pensioner receives a lower salary than a permanent employee.

There is also a very special type of re-hiring, which in Japan is called “amakudaru” (“coming down from heaven to earth”).

This means the entry into service in private companies of civil servants who have retired due to age (usually of high rank). Former government officials occupy positions at the highest level of management, and their salaries are also very high.

To conclude this section, we will highlight the positive and negative aspects of the lifetime employment system. The positive aspects of such a system include a certain stability of employment, the creation of conditions for reducing labor turnover and increasing labor productivity, a fairly high share of payments for social purposes, etc. For entrepreneurs, the advantages of the system are obvious: it provides them with the opportunity to maintain among their hired staff a spirit of loyalty to the company, high labor discipline, interest in increasing labor productivity, and allows them to cultivate traditional relations of paternalism.

The negative aspects of the system include excessive overload of workers as a result of overtime, strict conditions for hiring and promotion, discrimination against the majority of workers, etc. The system of “lifelong employment” has led to hypertrophied stratification of an already extremely multi-layered society, an unusually high level of competition even in comparison with other capitalist countries for admission to prestigious schools, universities and even kindergartens. The disadvantages of “lifetime employment” are considered by entrepreneurs to be the following: the impossibility of dismissing a permanent employee, an increase in the average age of employees due to the need to retain older (up to 55 years old) workers and limited opportunities to attract capable workers from outside.

3.2 Specifics of remuneration and career advancement"Byseniority"

This system is closely related to the principle of “lifelong employment” and is based on the following basic principle - the predominant dependence of the amount of wages and the possibility of promotion on age and work experience. In conditions of “lifelong employment” this is not without logic, since it stimulates the attachment of workers to the same company for a long time.

Briefly, the system can be characterized as follows: a permanent employee of a large corporation is guaranteed a steady increase in wages from year to year as his length of service with the company increases. Length of service is the main factor influencing income and determining the status of an employee in a company. For employees, as they work in the company, opportunities are provided for career growth and promotion to higher levels of the hierarchy, filling the places of retired employees. It is believed that an older employee should not serve under a younger one, and this rule is observed through a number of permutations. During job growth, employees work sequentially in several departments of the company; This is provided for by a personnel rotation system that ensures diverse experience and broad qualifications of personnel.

Characterizing in general terms the structure of wages in a Japanese company, it is necessary to highlight three of its main components. The first is the basic salary, or base rate. It is usually determined depending on the age, length of service, professional training, and marital status of the employee. In large companies, the base rate is approximately the same for all permanent employees of the same age and education. The base rate increases with increasing length of service at a given company. Its size is determined by the cost of labor reproduction.

The second component of wages are additional payments - allowances, premiums, bonuses, paid not only monthly, but also based on performance results for each six months. Allowances serve to stimulate the personal contribution of each employee and the group to which he belongs. The amount of these allowances and their share in total wages can vary widely and range from 10 to 50% of the base rate.

The third element of the total salary of a Japanese worker is special payments for social needs. This includes allowances for family support, travel to work, rent, medical care, and social insurance. The amount of such allowances can be up to 40% of the total wage fund.

It is necessary to dwell in more detail on the system of job promotion.

The main principle that determines job advancement within the organizational structure of a company is the traditional “status system” (“mibun seido”). During his working life, an employee (at a greater or lesser speed) moves within the “personnel pyramid”, from its periphery to the center horizontally and from the base to the top vertically. In the process of this movement, he successively occupies “status” or “rank” levels and sublevels, membership in which determines the size of his remuneration. In general, the speed of movement along the hierarchical ladder of “statuses” is determined by work experience and age: after working a certain number of years, an employee must inevitably take the next step.

In the “status system” it is necessary to note two important features. First of all, the dependence of wages on rank is manifested quite clearly and much stronger. But the moral aspects of this problem are even more important in Japan. Even a slight increase in the social “status” of an employed person means for him recognition of his merits and attention to him from the administration. His ambition is satisfied, and the self-affirmation thus achieved contributes to an increase in his moral satisfaction with work, which ultimately manifests itself as a powerful factor in stimulating productivity.

The promotion of managers in general is also carried out in accordance with the mibun principle. The predominance of the age criterion when appointing a position (often to the detriment of such criteria as knowledge, competence, initiative, etc.) underlies the undoubted fact that in the vast majority of Japanese companies gerontocracy flourishes: power predominantly belongs to older people, and sometimes very old age.

In modern Japanese companies, there are two types of promotion in the management promotion system: functional (“kinoteki shoshin”), which depends on personal qualities and abilities, and rank, or honorary (“kunshoteki shoshin”). The latter type applies to people who do not have organizational abilities, whose appointment to a leadership position seems problematic or simply undesirable. Such people formally receive a promotion, their status (rank) increases (and, accordingly, prestige, honors and material rewards), but the real power and authority they possess remains at the level of their previous position.

Thus, at the same time, it is possible to avoid conflicts externally and the effectiveness of management does not decrease. There are often transformations in the opposite order. Young, capable managers who do not yet have the necessary experience for promotion are given powers and entrusted with the performance of such managerial functions that formally correspond not to the position they occupy, but to a higher one. Such an increase is usually accompanied by an increase in salary, but does not mean a change in rank. The social status of the manager remains at a level corresponding to the position he formally holds.

In Japanese companies, due to the dominance of the “lifetime” hiring system, senior managers, as a rule, are replenished from among lower-level managers. Therefore, company managers are faced with the task of optimizing the process of promoting managers so that at each step of the career ladder their knowledge and abilities can be used with the greatest effect in the interests of the company.

2.3 Personnel training

In Japan, considerable attention is paid to the development of all areas of training and retraining of personnel.

To ensure the process of continuous professional development and development of professional skills, various courses and training programs are widely used, aimed at a wide variety of categories of workers.

According to a number of sociological surveys, a skilled Japanese worker spends 6 times more time on professional training than an employee of an American company.

In recent years, increasing emphasis has been placed on developing the ability to quickly change from one type of activity to another, and professional training is becoming universal.

As in other developed capitalist countries, the training of production personnel and advanced training of all categories of workers in Japan are carried out within the framework of two basic training systems. One system includes various intersectoral programs, both general education and specialized, aimed at certain groups of workers. These programs are usually carried out in public or private centers - universities, business schools - and are financed from both public funds and from sources of private firms. Another training system is more specialized and includes various in-house courses, which, as a rule, operate independently of each other.

These two systems, despite the organizational separation, are closely related, essentially representing a single mechanism for mass training and retraining of both highly qualified specialists (including workers) and professional managers in accordance with the needs of a market economy.

The analysis shows that most large Japanese companies prefer to bear almost all the costs of training all categories of workers from production workers to managers. These programs, as a rule, are very rich and focused primarily on the specifics of the work of a given company.

In-house training programs play, perhaps, a central role in the formation of the technical and managerial stratum of Japanese companies, the education of qualified and maximally devoted employees to the company, ready, sparing no effort, to serve large capital in the person of the “family company” and ready to completely subordinate their current interests for the long-term goals of its prosperity.

The steady focus of Japanese companies on internal systems for the development of human resources leads to the fact that the training and retraining of all employees of the company, including managers at various levels, is not carried out occasionally, but constantly. It should also be noted that issues of personnel training and personnel management are considered one of the most important functions of the company's management apparatus.

An essential element of advanced training for managers in Japanese corporations is the so-called personnel rotation. Its meaning lies in the regular (once every few years) change of place of work within the company by ordinary and management employees (not only the position changes, but also the division in which the employee works). This form of advanced training also includes career planning for a manager. Much attention is paid to personnel rotation, since, according to Japanese experts, a long stay of an employee in the same position causes a loss of interest in work, a decrease in the level of responsibility and performance discipline.

4. JAPANESEAND IMODELQUALITY MANAGEMENT

The historical prerequisites for quality management were the nationwide movement “for the absence of deficiencies,” which developed into an integrated method of quality management. This movement had a significant impact not only on the quality of goods, but also on the awareness of each worker's responsibility 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, Ishikawa Kaoru, to organize circles, managers need to follow the following principles.

· Voluntariness. Circles should be created on a voluntary basis, and not by command from above.

· Self-development. Club members must show a desire to learn.

· Group activities.

· Application of quality management methods.

· Relationship with the workplace.

· Business activity and continuity of operation.

· Mutual development. Members of the circle should strive to expand their horizons and cooperate with members of other circles.

· Atmosphere of innovation and creative exploration.

· Inclusive 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.

There are features of the Japanese quality management system that distinguish it from the Western system:

· quality management at the company level - the participation of all levels in quality management;

· training and training in quality management methods;

· activities of quality circles;

· inspection of quality management activities (Deming awards to the enterprise and audit of management activities);

· use of statistical methods;

· Nationwide quality control programs.

The tasks of quality circles within the framework of overall quality management activities at the enterprise are:

· assistance in the improvement and development of the enterprise;

· creating a healthy, creative and friendly atmosphere at the work site;

· comprehensive development of employees' abilities and focus on using these opportunities in the interests of the company.

Quality management has many benefits:

It provides a true guarantee of quality. Quality can be incorporated at every stage, in every process, and completely defect-free production can be achieved. This is achieved through process control. It is not enough to simply detect defects and fix them. It is necessary to determine the reasons that cause these defects. Total quality management can help workers identify and then eliminate these causes.

Integrated quality management opens up communication channels within the company, providing an influx of fresh air. Total quality management allows you to detect failure before it leads to disaster, because everyone is accustomed to speaking frankly and helping each other.

Total Quality Management enables product design and manufacturing to skillfully and accurately follow changing customer tastes and attitudes so that products consistently meet their needs.

TQM penetrates people's minds and helps identify false information. It helps firms avoid using erroneous data on production and sales of products. “Knowledge is power” is the slogan of integrated quality management.

Thus, in general terms, the Japanese quality management system can be formulated as follows:

· first of all - quality, not short-term profits;

· the main person is the consumer, that is, you need to take the point of view of the end user;

· information support and the use of economic and mathematical methods makes the decision-making process calm, effective and more creative;

· people in the management system - involving all employees without exception in the quality management process.

CONCLUSION

In conclusion, it must be emphasized that one of the main reasons for Japan's rapid success is its human-centered management model. . Over the entire period of historical development in Japan, certain methods of work and behavior have developed that correspond to the specific features of the national character.

The essence of Japanese management is people management. At the same time, the Japanese consider not one person (individual), but a group of people. In addition, in Japan there is a tradition of subordination to the elder, whose position is approved by the group.

The Japanese management model is focused on the “social man,” the concept of which was put forward by the “school of human relations” that emerged in the United States, which replaced Taylorism, which placed the material demands and incentives of the “economic man” at the forefront.

From their point of view, a manager's behavior and decision-making depend entirely on the situation. The main thing in the management process is to study the nuances of the situation that allow the manager to make the right decision. The Japanese build relationships with their partners on the basis of trust.

The strongest means of motivation in Japan is the “corporate spirit” of the company, which means merging with the company and devotion to its ideals. The “corporate spirit” of a company is based on the psychology of the group, which puts the interests of the group above the personal interests of individual employees.

Large Japanese firms are characterized by a “lifetime employment” system, which covers up to 30% of the total number of employees. The essence of this system boils down to the following: every year at the beginning of April (after the end of the academic year), firms fill existing vacancies with school and university graduates, who, after adaptation and training, begin to directly perform their duties.

Many Japanese companies are characterized by personnel rotation, which means that approximately every 3-5 years personnel are retrained in new specialties. Rotation helps broaden the horizons of workers and familiarize workers with related specialties. Often, in this way, employees are trained to occupy higher management positions.

Quality management occupies a central place in the operational management of Japanese management.

The quality of a manufactured product is influenced by a large number of different factors. The degree of influence of each of them can only be taken into account using statistical methods. These same methods make it possible to identify the causes of marriage. They make it possible to regulate the technological process in such a way that the occurrence of defects is minimized.

BIBLIOGRAPHY

1. Vakhrushev V.A Principles of Japanese management. - M.: 2001.

2. Tzimitsov B.S. Management in Japanese outside Japan // Economics. 1999, no. 8.

3. How Japanese Enterprises Work, ed. Y. Mondena, R. Sibakov, S. Takayanagi, T. Nagao. - M.: 2003.

4. Kaoru I. Japanese methods of quality management. - M: Economics, 2003.

5. Kuritsyn A.I. Management in Japan: organization and methods. - M.: UNITY-DANA, 2000.

6. Matrusova T.N., Japan: material incentives in companies. - M: Science, 1999.

7. Pshennikov V.V. Japanese management. 27 lessons for us. - M.: 2001.

8. Semenova I.I. History of management: Textbook for universities. - UNITY-DANA, 2004.

9. Tatarnikov A.A. Personnel management in corporations in the USA, Japan, Germany. - M.: INE, 2002.

10. Schonberger R. Japanese methods of production management. - M.: Economics, 2003.

11. Erobinsky S.D. Management in Japan // Personnel Management. 2004, no. 5.

12. Japanese production management methods. - M.: Economics, 2003.

I. Introduction.

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

How does the Japanese management method differ from those used in most countries in Europe and America? First of all, its focus: the main subject of management in Japan is labor resources. The goal that the Japanese manager sets for himself is to increase the efficiency of the enterprise mainly by increasing the productivity of workers. Meanwhile, in European and American management, the main goal is profit maximization, that is, obtaining the greatest benefit with the least effort. The difference in emphasis is obvious.

According to Japanese management expert Hideki Yoshihara, there are six characteristic features of 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 and harmonizes the relationship between ordinary employees and management. Freed from the oppressive threat of layoffs and with a real opportunity for vertical advancement, workers are motivated to strengthen their sense of community with the company. Stability also helps to improve relationships between management-level employees and ordinary workers, which, according to the Japanese, is absolutely necessary to improve the company's performance. Stability makes it possible to quantitatively increase management resources, on the one hand, and consciously direct the vector of their activity towards goals more significant than maintaining discipline. Job security in Japan is ensured by a system of lifelong employment - a unique phenomenon and in many ways 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 company, 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 officials take part produce significant results. The Japanese management system also tries to create a common basis for all employees of the company to understand corporate values, such as the priority of quality service, services to the consumer, cooperation between workers and administration, cooperation and interaction of departments. Management strives to continually instill and support corporate values at all levels.

3) Information-based management. Particular importance is attached to the collection of data and their systematic use to improve the economic efficiency of production and the quality characteristics of products. Many companies that assemble televisions use an information collection system that can be used to identify when the television went on sale and who was responsible for the serviceability of a particular unit. In this way, not only those responsible for the malfunction are identified, but mainly the causes of the malfunction are identified, and measures are taken to prevent this from happening in the future. Managers review revenue, production volume, quality, and gross receipts monthly to see if numbers are on track and to see early challenges ahead.

4) Quality-oriented management. Presidents of companies and managers of companies at Japanese enterprises most often talk about the need for quality control. When managing the production process, their main concern is obtaining accurate quality data. The personal pride of the manager lies in consolidating quality control efforts and, ultimately, in operating the production area entrusted to him with the highest quality.

5) Constant presence of management in production. To quickly deal with difficulties and to help solve problems as they arise, the Japanese often place management personnel directly in the production premises. As each problem is solved, small innovations are introduced, leading to the accumulation of additional innovations. In Japan, the innovation proposal system and quality circles are widely used to promote incremental innovation.

6) Maintaining cleanliness and order. One of the significant factors for the high quality of Japanese goods is cleanliness and order in production. Managers of Japanese enterprises try to establish an order that can serve as a guarantee of product quality and can increase productivity through cleanliness and order.
In general, Japanese management is characterized by an emphasis on improving human relations: coherence, group orientation, employee morale, job stability, and harmonization of relations between workers and managers.