Management in Japan

Résumé du document

In this paper, we will describe various aspects of the Japanese management system. We will start off with an explanation of how Japanese firms work, and then orient our studies towards the Japanese management culture. Next, we will study in detail the human resource management in these firms. Furthermore, we will illustrate the differences between the French and the Japanese management styles through an automotive example. To conclude we will describe the profile of the typical Japanese manager.

Extraits

[...] It will affect their whole career. Permanent employment: Permanent employment (shūshin koyō) is a specificity of Japanese management and only concerns the elite of Japan who enter a large corporation. After having applied for those companies, the graduates (as previously mentioned) are trained during a six-month probationary period. This period is very difficult for trainees but if they pass it, they will be expected to stay in the organization for their entire working careers. We can indeed notice that the managers of large corporations in Japan will generally never be dismissed, except in special occasions. [...]

[...] This mentality can be explained through the history of Japan. The employment system was directly linked with the past economical situation of the country. This economy was characterized by the scarcity of land and of natural resources, and an abundant and unskilled labour force located on farms, and a shortage of skilled workers. Given these conditions, and the continual need to introduce new technologies to keep up with the Western world, this led to the education and training within the firms for a stable work force. [...]

[...] It is part of the Buddhist's culture which is a culture that is extremely present in Japan. As we know that Buddhism represent almost of the population, we understand that power distribution inequality is high. It means that people are aware of this inequality and accept it. But compare to the world average, Japan is more equal than the average (average is more than 50%). In fact, people are less equal than western countries. People are not expected to share power if they are not part of the leaders in a company. [...]

[...] The Equal Opportunity Act of 1986 increased a little the opportunities for women to reach positions that were before reserved to men, but has not been enough to change discrimination on the daily lives of thousands of Japanese women. What were to change first were mentalities of the whole population. This is currently occurring with the will of the Japanese to be essential actors in international business. For that, they have to appear as a nation which is willing to let women take their place in business. [...]

[...] And finally, we will finish off, by describing the profile of the typical Japanese manager. Characteristics of Japanese firms This section will be focusing on the basic characteristics of the structure and behaviour of Japanese firms, and especially large firms. The Japanese firms operate under what can be called “lifetime employment” and “seniority payment”. Lifetime employment means that “regular” employees of a firm do not have their employment terminated when the firm has no further use for them, nor are they laid off, temporarily or otherwise, except when the firm may encounter serious difficulties. [...]