Post on 06-Apr-2018
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Japanese VS Indian management
practices
Submitted by,
Akram
Nishanth
Nithyananthan
Partipan
Pravin cumar.R
Pravin raj
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Kaizen Mindset
Everything can and should be improved Not a single day should go without some kind of
improvement being made somewhere in thecompany
Imagine the ideal customer experience and striveto provide it
Dont criticize, suggest an improvement
Think of how to improve it instead of why it cantbe improved
Think beyond common sense. Even if somethingis working, try to find out work it even better
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SPECIAL FEATURES OF JAPANESE
MANAGEMENT
SCIENTIFIC SELECTION PROCESS
LIFETIME EMPLOYMENT
SENIORITY SYSTEM
CONTINUOUS TRAINING
EMPHASIS ON GROUP WORK
DECISION MAKING
COMPLICATED PERFORMANCE EVALUATION
FATHER LEADERSHIP
GOOD BENEFITS FOR EMPLOYEES
SIMPLE AND FLEXIBLE ORGANIZATION
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Very few Japanese attendgraduate school and graduatetraining in business.Percentage is small because
there are only 30 top businesscolleges.
Young people hired out ofschool and not experiencedpeople from other companies.
Hardly any mobility of peopleamong companies
1 ) SCIENTIFIC SELECTION PROCESS
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2) LIFE TIME EMPLOYMENT
Lifetime employment refers to recruitment ofemployees immediately after graduation and keepthem in employment until retirement. Though there isno formal contract, employers and employees have
an unwritten mutual understanding regarding theirexpectation about the job. Under lifetime employmentan employee spends his entire working life with asingle enterprise. This helps generate a feeling of job
security in the employee and a feeling ofbelongingness towards the enterprise.
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3) SENIORITY SYSTEM
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.
NENKO JORETSU
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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 moveto 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 ofthe top management, but is highly respected
by others.
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In most Japanese organizations, a task is notassigned to an individual; instead several tasksare assigned to a group, which consists of a
small number of people are treated like familymembers. Kaisha means my or ones company
the community to which one belongs andwhich is an important part of ones life.
probably this is the reason why employees takegreat pride in their company and its success.
5) EMPHASIS ON GROUP WORK
KAISHA
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6) DECISION-MAKING
The practice of managerial decision-making inJapan is built on the concept that change andnew ideas should come primarily from personbelonging to lower levels in the hierarchy. Thusin Japan lower level employees prepareproposals for higher-level personnel. The ringisystem refers to decision-making byconsensus. The word ringi consists of two parts
rin which means submitting a proposal toones superior and getting his approval, and gimeaning deliberations and decisions.
RINGI
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7)COMPLICATED PERFORMANCE
EVALUATION
When job description are not welldefined and when tasks are performedby groups, it becomes difficult to
evaluate individual job performanceobjectively. The evaluation of workersand managers in Japanese corporationstakes a very long time up to ten years
and requires the use of qualitative andquantitative information aboutperformance.
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8)FATHER LEADERSHIP
As a kacho ,the task of a leader is notonly to supervise his people at work, butalso to show fatherly concern for their
subordinates private life. Since,promotion is based on seniority, it is noteasy to move on to a kacho position.Sufficient training and experience are
essential for an individual to bepromoted to this position.
KACHO
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9)GOOD BENEFITS FOR EMPLOYEES
Japanese companies provide substantial benefitsto their employees.They are provided benefitssuch as family housing and transportationallowances. Some companies also provide
bachelor accommodation, scholarships foremployees children, and low-interest housingloans. Salary enhancements become rapid afterabout seven years of employment with the firm.
Since the seniority-based wage system assumesthat the longer the experience, the morevaluable the employee.
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10)SIMPLE AND FLEXIBLEORGANIZATION
In Japanese firms, very often people are
trained to be generalists. For this reason,
the organization structure in Japan is
relatively simple flexible, and it possible
for people to take up a new challenge or
a new task by forming a new formal or
informal group. Informal organizationposses considerable power in formal
organization
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The flaws of the Japanese process:
1. Too many people and sections are involved2. Too many meetings are held.
3. The meetings are very long
4. The delay of Business decision-making.
5. The influence of the relationships betweenthe participants in the final decision.
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JAPANESE MANAGEMENT
1)Long term orientation
2)Collective decision makingwith consensus
3)Involvement of manypeople in preparing andmaking the decision
4)Decisions flow bottom to
top5) Slow decision making and
fast implementation of thedecision
1) PLANNINGJAPAN INDIA
1. Decision making by the
Top level management.
2. Involvement of very fewpeople in the top.
3. Decisions flow from top
to bottom.
4. Quick decision
making.But slow inimplementation often
requiring compromise.
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Collective responsibilityand accountability
Ambiguity of decisionresponsibility
Informal organizationstructure
Well-known commonorganization culture and
philosophy; competitivesprit toward otherenterprises
2)ORGANIZING
JAPAN INDIA Individual responsibility.
More Formal,bureaucratic
organization structure. Less
informal.Distinctness in decision
making.
Lack of common organizatio
structure.
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Young people hired out ofschool; hardly any mobilityof people among companies
Slow promotion through the
ranks Loyalty to the company
Very infrequentperformance evaluation fornew employees
Promotion base on multiplecriteria
3) STAFFING
JAPANINDIA
Hiring both directly from
colleges/B schools and also
from other companies.Very
frequent job changes.
Promotion by performancean criteria.
Performance evaluation for
new employees is made
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Leader acting as asocial facilitator andgroup member.
Paternalistic style Common values
facilitating
cooperation Bottom-up
communication
4)LEADING
JAPAN INDIATop down
communication.
More like commanding
stlyle.
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5)CONTROLLING
Control by peers
Control focus on
group performance Extensive use of
quality control
circles.
JAPAN INDIAControl by superiors
Control focus on
individual
performance.
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Where does INDIA and
JAPAN stands along with
the world according to
Hofstedes cultural
dimension:
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POWER DISTANCE INDEX:
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INDIVIDUALISM OR GROUP ORIENTED:
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UNCERTAINITY AVOIDANCE:
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Relationship orientation
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Management style comparison:
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Thank you..