Beruflich Dokumente
Kultur Dokumente
Submitted by, Akram Nishanth Nithyananthan Partipan Pravin cumar.R Pravin raj
Kaizen Mindset
Everything can and should be improved Not a single day should go without some kind of improvement being made somewhere in the company Imagine the ideal customer experience and strive to provide it Dont criticize, suggest an improvement Think of how to improve it instead of why it cant be improved Think beyond common sense. Even if something is working, try to find out work it even better
1 ) SCIENTIFIC SELECTION PROCESS Very few Japanese attend graduate school and graduate training in business. Percentage is small because there are only 30 top business colleges. Young people hired out of school and not experienced people from other companies. Hardly any mobility of people among companies
3) SENIORITY SYSTEM
NENKO JORETSU This concept is closely related to the concept of lifetime employment .Companies following this concept, provide privileges to older employees who have been with it for a long time. Promotion and wage increases are based on employees length of service in the company, not job performance.
4)CONTINUOUS TRAINING
The secret of the success of Japanese managers may lie in continuous training" In western organizations, employees receive training only to acquire a new skill or to move to a new position. In Japanese firms however,every young manager has a godfather ,who is never his boss or anyone in the direct line of authority. The godfather is not part of the top management, but is highly respected by others.
KAISHA
In most Japanese organizations, a task is not assigned to an individual; instead several tasks are assigned to a group, which consists of a small number of people are treated like family members. Kaisha means my or ones company the community to which one belongs and which is an important part of ones life. probably this is the reason why employees take great pride in their company and its success.
The practice of managerial decision-making in Japan is built on the concept that change and new ideas should come primarily from person belonging to lower levels in the hierarchy. Thus in Japan lower level employees prepare proposals for higher-level personnel. The ringi system refers to decision-making by consensus. The word ringi consists of two parts rin which means submitting a proposal to ones superior and getting his approval, and gi meaning deliberations and decisions.
6) DECISION-MAKING RINGI
7)COMPLICATED PERFORMANCE EVALUATION When job description are not well defined and when tasks are performed by groups, it becomes difficult to evaluate individual job performance objectively. The evaluation of workers and managers in Japanese corporations takes a very long time up to ten years and requires the use of qualitative and quantitative information about performance.
The flaws of the Japanese process: 1. Too many people and sections are involved 2. Too many meetings are held. 3. The meetings are very long 4. The delay of Business decision-making. 5. The influence of the relationships between the participants in the final decision.
JAPANESE MANAGEMENT
1) PLANNING JAPAN
1)Long term orientation 2)Collective decision making with consensus 3)Involvement of many people in preparing and making the decision 4)Decisions flow bottom to top 5) Slow decision making and fast implementation of the decision
INDIA
1. Decision making by the Top level management. 2. Involvement of very few people in the top. 3. Decisions flow from top to bottom. 4. Quick decision making.But slow in implementation often requiring compromise.
2)ORGANIZING
JAPAN Collective responsibility and accountability Ambiguity of decision responsibility Informal organization structure Well-known common organization culture and philosophy; competitive sprit toward other enterprises
INDIA
Individual responsibility. More Formal,bureaucratic organization structure. Less informal. Distinctness in decision making. Lack of common organization structure.
3) STAFFING
JAPAN
Young people hired out of school; hardly any mobility of people among companies Slow promotion through the ranks Loyalty to the company Very infrequent performance evaluation for new employees Promotion base on multiple criteria
INDIA
Hiring both directly from colleges/B schools and also from other companies.Very frequent job changes. Promotion by performance an criteria. Performance evaluation for new employees is made
4)LEADING
Leader acting as a social facilitator and group member. Paternalistic style Common values facilitating cooperation Bottom-up communication
JAPAN INDIA Top down communication. More like commanding stlyle.
5)CONTROLLING
JAPAN INDIA Control by superiors Control focus on individual performance.
Control by peers Control focus on group performance Extensive use of quality control circles.
Where does INDIA and JAPAN stands along with the world according to Hofstedes cultural dimension:
UNCERTAINITY AVOIDANCE:
Relationship orientation
Thank you..