Japanese Management Essay Example for Free

Japanese Management Essay In the early 1980s, William Ouchi asserted in the U.S. soil the significance of Theory Z (1981), a Japanese management style that includes communal relationship in organizations and strong trust bonds as a more effective way to handle business as evidenced by the success of Japanese corporations.   This has made the interest and appreciation for the Japanese style of management and practices grow for the last twenty years, especially those successful Japanese companies who used unusual approaches (Lee and McCalman, 2008). For Japanese firms, the development of good relationship is a primordial interest. A Japanese firm may refuse to deal with another and ink a partnership regardless of the possible profits it may gain from the venture. The drive to develop a good relationship is primarily due to the very important principle called â€Å"tsuikiai† (socialization) (Lee and McCalman, 2008). Peer-to-peer relationship is more essential than relationship between levels as the Japanese believe that an organization draws strength from the former rather than from the latter. Hence, for American managers, it is only normal to assess their subordinates based on certain criteria. On the contrary, Japanese organizations tend to assess their employees based on their ability to work with their colleagues (Byham, 1993). Japanese managers get good evaluations if their subordinates can work well with each other. As such, Japanese firms give more emphasis on the ability of the employees to work with other employees and not much on their performance. This is due to their belief that as long as a good relationship is established within the organization, the organization can handle other matters effectively (Lee and McCalman, 2008). For the Japanese, good relationships can be developed through the following: 1) After work dining drinking session As previously mentioned, the principle of tsuikiai or socialization allow the Japanese to continue to incorporate good relationships as part of their corporate management style. Apparently, this can be seen in their popular practice of usually having dinner and drinking sessions amongst employees after office hours (Lee and McCalman, 2008). This is also the idea of the â€Å"communication plaza concept† wherein the executives meet their employees informally to have lunch or dinner and at the same time to listen to each other   (Otsubo, 1993). Through such engagements, employees have the chance to be more familiar with each other away from the four corners of their business premises. This positively affects the connections among the employees. This enables the Japanese organizations to create a warm and communal workplace where employees feel that they can communicate freely with everyone (Sullivan, 1992). Such practice is not the same with Americans where the latter would pr efer to   maintain the division between their personal and work life. According to Arenson (1993), the connection between U.S. workers and their companies are created by written contracts and the compensation that the companies renumerate to their employees. This complimented the observation rendered by   Rehder (1979) that Japanese managers treat their subordinates like their family members while western managers’ relationships with their subordinates are through contracts which makes the relationship depersonalized.   This is contrary to the belief of Japanese workers that they are obligated to the company they are working for because of the close relationship and bond that they have with their company and this creates mutual trust between the employees and the company. They likewise have a sense of shared focus to reach the goals of the organization. This management theory has been one of the core values of Honda from 1980s when they first established their operations in the United States and this was adopted by Nissan, Mazda and Toyota ( Sullivan, 1992). 2) Quite often meetings rather than electronic or paper work Americans would prefer to have everything first on paper before they can act on a project. Whereas Japanese prefer to do meetings rather than convey their messages through e-mails or doing paper works primarily as they despise memos and paper work (Arenson, 1993). According to Lee and McCalman (2008), it is through meetings that the workers would begin to know each other and determine the things that need to be done. This is most applicable in cases where there are no contracts or written documents involved and through meetings, the employees are able to worke on matters they need to attend to (Lee and McCalman, 2008). 3) Informal arranged agreements vs. legal agreements Before an American company would deal with another enterprise, it is not needed that the two companies develop a good relationship. It does not matter if a company would deal with a competitor provided that the two companies would gain mutual benefit. As a sense of security, American companies need to employ countless lawyers and execute numerous contracts before setting matters off. As a pre-requisite, everything needs to be laid out on paper before anything is started (Lee and McCalman, 2008). The mentality in America is that everything is governed by laws to make sure that people involved know what is set on the line (Arenson, 1993). It is ordinary for companies to deal with strangers and just develop a relationship during their venture (Lee and McCalman, 2008). This is not the case for Japanese companies as they require developing personal relationships before they transact with other business entities. This is because of their belief that it is important that a trusting relationship between two companies is developed before considering to have business venture   (Lee and McCalman, 2008). In Japan, there is less dependence on the laws and rather, more premium is placed in developing a trusting relationship before going into a business transaction. Unlike Americans that prefer to settle everything in a legal way or execute contracts first, Japanese are known to have healthy disdain for lawyers and legal or written actions. And unlike the Americans that would employ lawyers and execute contracts before the transaction, Japanese dislike being forced to deal just because of the contracts and in the process may just ignore some provisions thereto. They believe that the situations will have changed after signing the contract (Lee and McCalman, 2008). In fact, the two countries have a big difference in the number of lawyers as in the United States, there are over 800,000 lawyers as compared to Japan that has 15,000 lawyers only (Arenson, 1993). Moreover, Japanese would prefer to spend more time interacting with their potential customer or supplier before they would commit themselves   (Otsubo, 1993). 4) Networking- personal contacts Japan depends on networking as their society is very much a relationship-oriented one. Japanese would get things done though their personal contacts. For them, a man’s success or failure could be directly affected by their connections that he or she has developed over the years. In fact, a newly graduated Japanese would almost depend exclusively on his or her connections through university or from personal connections to land a job. That is why there is a high probability that the company recruiters would hire applicants coming from the same university as theirs because of the special connection that is existing between the recruiters and the university faculty and staff. This is what Japanese called â€Å"jinmyaku† or the web of human beings. Any internal or external undertaking to the company is accomplished through personal contacts (Lee and McCalman, 2008). It is then ordinary for an employee to develop extensive personal network within and outside the organization to protect his or her success rate especially that a person’s capability depends also on the extensiveness of the networks he or she may have   (Kase and Liu, 1996). Such mentality may affect the attitudes of the Japanese of not working with strangers. Through developing personal contacts takes time, once the networks have been created, everything is much easier as there is not much paperwork and lawyers involved. This principle makes it more difficult for foreign companies to penetrate Japan (Lee and McCalman, 2008). Japanese organizations would prefer hiring somebody who has a connection thereto because hiring a new employee is like welcoming a lifelong member of the corporate family. An individual applying for a position in a company by reason of an advertisement is considered a total stranger. As such, there is a possibility that Japanese companies may look after the personal attributes of an applicant rather than his or her technical attributes (Lee and McCalman, 2008).   It is very vital for an organization to ensure that the person to be hired is a team player and will blend well within the group. This is in contrast with U.S. companies as they prefer to look at the technical attributes of the applicants and highly rely on grade-point averages and specific credentials or competencies (Lee and McCalman, 2008). Networking works wonders in cases where a manager tries to launch a new project and the project is not really within the expertise of the concerned department, managers that have a w ell-established network within the organization could use their connections to persuade their colleagues to support their projects and also use these connections outside the organization to help make the project successful (Kase and Liu, 1996). Japanese manufacturing companies were able to capitalize in their personalized networking system that they were able to establish when they internationalized their operations during the late 1970s and 1980s. The personalized networks developed between their head offices and subsidiaries made the flow of the information run smoothly and eventually positively affect the efficiency of the companies (Kase and Liu, 1996). Moreover, Japanese companies establish personal networking with other Japanese companies in other countries (Yu and Ohle, 2008) for their advantage. 5) Teaming up in everything they do One of the major difference between Japanese management and Western management is that the structure of the organization is loose or poorly defined whereas the structure of the organization of the western management is tight or the specific functions are associated with specific boxes (Rehder, 1979). Teaming is a very important aspect in the management of a project. That is why the composition of teams that will handle organizational projects are carefully selected (Lee and McCalman, 2008). Even in creating an organizational project, the composition of the team that will develop and plan the concerned project is carefully assembled from the different departments of the organization (Gray and Larson, 2003). And up to the time that the organizational project is already running after the planning stage, there are still some times that the personnel from the planning stage will coordinate with the functional managers and project managers of the actual operation of the project (Gray and Larson, 2003). As Japanese companies or the Japanese culture itself has high regard on the â€Å"web of human beings†, it is part of the establishment of trust within the team to develop close personal relationship among the team members. The trust created by the â€Å"tsuikiai† plays an important role in the accomplishment of the interconnected tasks of the team members. A high level of trust is necessary for the accomplishment and implementation of the various tasks that the manager is leading (Kezner, 2000). Every meticulous aspect of the project requires the highest level of cooperation and team work among the players performing the tasks. That is why it is the responsibility of the project manager to build and maintain a high level of trust within the team to ensure the successful operation of a project throughout its course (Kezner, 2000). This is where the American employees of some Japanese companies are impressed with how every Japanese members of the team would persist to wo rk together to collect and discuss data gathered and develop ways to respond to different situations and improve their performance (Sullivan, 1992). Another thing that shows the Japanese persistence to teaming up is their decision-making system, or also known as â€Å"ringi† or decision by consensus system. This enables the employees to be motivated to work together.   The term ringi actually came from two words: ‘ri’, which means to ask from below and ‘gi’ which means to deliberate (Ichiro, 1977). By the Japanese decision-making systems, the organization initially debates on the meaning of a certain question and determines its possible solutions until consensus if finally reached. The process of the decision making and even the initiation of the process are participated in by all levels of the organization, whether the process be a verbal or written one (Naotsuka, 1978). This is because the Japanese have a view that it is important to first debate the problem or the question to achieve full comprehension in its general corporate-wide perspective, after which is to establish a consensus to preve nt groups from taking sides on one solution or another hastily. In such case, clash between the prevailing and losing groups is prevented because conflicts will only weaken the implementation of the favored solution. This normative process is called by the Japanese as â€Å"nemawashi† (Naotsuka, 1978).

Sir Walter Scott :: Essays Papers

Sir Walter Scott Sir Walter Scott was born in a tenement at College Wynd, in Edinburgh, on August 15, 1771. There is evidence that he may have been born in 1770 and when his mother was asked about it she said she had forgotten the detail of when he was born. There was no deep warmth between parents and children in the Scott family. The Scott family had no fewer than twelve children and young Walter was the ninth. Him and his two other brothers were the only children to survive. All other nine children had died because they were premature or they died shortly after they had been born. At the time of Walters birth his mother was thirty-nine and his father was forty-two and having a child was not exciting to them anymore. His parents had named one of their first siblings Walter who was born and died in 1766 and after they named young Walter that he always felt that he had a second hand name. Walter was a healthy child until he was about eighteen months and he got a very bad fever, which kept him in bed for awhile. One day when he was recovering he was in the bath and they realized he had lost the movement in his right leg. He had infantile paralysis. Doctors tried to help him and fix it but it was a lost cause. He was not fully crippled but his right leg would never be the same. His mother became pregnant again and she could not deal with Walter while he was sick. Therefore she sent him to him to his grandfather's farm at Sandy Knowe in the spring of 1773. He stayed at this farm until he was three and a half. It was hear that his grandfather taught him to walk and eventually run. Everyone on the farm also encouraged Walter to talk Walter's aunt; Janet Scott brought it upon herself to raise Walter. Over the next six years she was Walter's foster mother and first teacher. Walter's relationship with his father lasted twenty-eight years and went though many different stages. Dominating over everything else Walter knew that he was not an important child. Robert his oldest brother did not go to the High Sch ool like his brothers did but was sent to a superior boarding school. He also had the freedom to pick his profession unlike Walter.

Definition of motivation in work Essay

Introduction At any enterprise the main resource is human. Orientation to the highly skilled and initiative labor integrated into system of production, a continuity of process of enrichment of knowledge and professional development, flexibility of the organization of work, delegation of responsibility from top to down, partnership between participants of production – all this conducts to creation of new model of development and use of human resources. The motivation is an actual element of this process which provides reciprocity of interests of the employer and personnel and guarantees efficiency of activity of the organization. The motivation is a complex of the motives which are inducing or not inducing to certain acts, this creation of system of the incentives necessary for achievement of the purpose of the organization. Satisfaction of the employee of the enterprise with conditions and compensation, relations with colleagues and heads, management policy for the personnel, in many respects defines interest and the employee’s motivation on effective and productive work. The periodic assessment of satisfaction with work of firm personnel helps to reveal â€Å"weak links† in structure of human resource management, to develop system of the additional incentives allowing to eliminate or compensate the work factors which are least satisfying the personnel. Relevance of the chosen subject is explained by it. Motivated employees are one of the key factors that provide competitive advantage for businesses. By determining the best way to encourage and boost  employee’s performance in organizations the management ensures success of their company, on the market field. Customized employee motivation i.e. best incentive for each employee individually, is what gets the organization closer to reaching its goals and objectives. More specifically, it deals with demographically determined (age and gender) differences in the motivational profiles of the workers. The employees from both genders and all age subgroups are mostly motivated by challenging job positions, advancement opportunities, good compensation packages i.e. money and well managed/good work environment. At the same time, benefits, job security and location of the work place are less of a motivator for all demographic subgroups. Still, this research study suggests that some statistically significant differences do exist. The two genders give significantly different importance to benefits as a motivator, while, the age subgroups give significantly different importance to security, work environment and challenge. A milestone in organization’s success is to develop strong relationship with the employees, to fulfill workers’ expectations (good working conditions, fair pay, fair treatment, secure career, power and involvement in decisions) and in return, to have them follow the rules and regulations, work according the standards and achieve goals, (Khan, et al., 2010). In order to address these expectations it is required for the management to have understanding of employees’ motivation. The HRM professionals are the ones to have significant role in fulfilling this ai m and hence, to assist the company’s management in building relationship with their employees. The challenge for organizations and their policies is to bring the best applicants successfully through the recruitment and hiring process, but also to retain them and to provide them with the environment and structures in order to motivate them to give their best (Hussai, 2007). Moreover, motivation plays important role, since dissatisfaction leads to high employee turnover particularly in less developed or developing countries where little employment opportunities are available to people (Khan, et al., 2010). Motivation is a tool managers can use in organizations and if they know what drives the people working for them, they can tailor job assignments and rewards to what makes these people ―tickâ€â€" (Tella, et al., 2007). Motivation can also be considered as whatever it takes to encourage workers to perform by fulfilling or appealing to their needs. According to Gibbons (1999) and Tella, et al. (2007) high performance motivated workforce is very important element for successful businesses, and this study is inspired by the power that the motivation has within the organizations in increasing their performance. No matter how automated an organization may be, high productivity depends on the level of motivation and the effectiveness of the workforce (Tella, et al., 2007). Hence, managers who use the most effective motivation tools and techniques will provide competitive advantage and profits to their companies. â€Å"Managers must be ready and willing to customize the best deals in town in order to recruit, retain, and motivate the best people†, argued Gilbert (2003, p.1), referring to the importance of customized incentives provided to different generations. In this regard, the aim of this research is to examine the issue of customized motivation management, or more specifically, the issue of applying different motivation tool to different types of employees, depending on their priorities and preferences. In particular, the research will analyze some of the motivating factors and how different their importance is for workers of different age and gender. By determining what the employee’s priority is – high compensation, good work environment or maybe the location of the workplace, this research will determine what would be the best incentive the company should apply. Importance of Motivation of Employees within Organizations One of the main responsibilities of the Human Resources and other management professionals in a company is to achieve competitive success and advantage through the employees they have hired. ―The managers who can create high levels of motivation can get more work from five employees than their less inspiring counterparts can get out of ten, and this is a form of competitive advantage that is hard to denyâ€â€" (Wagner and Hollenbeck, 2010, p.81). Successful recruitment process and successful placement of an employee on the demanding position leads to a new challenging situation where both sides, employee and employer, must take and give the best of the position that was filled. Otherwise, both sides are losing money and time and are becoming dissatisfied. The motivation as career growth and business development factor is very important at this post recruitment stage and is one of the factors that catalyze the process of giving the bestâ€â€" by the  worker and ―taking the maximumâ€â€" by the employer. To summarize, the importance of motivation is high, as is the role it plays, when it comes to employee retention and performance improvement within organizations. Moreover, it can lead to: business development, increasing profits and building competitive advantage. It deserves time and effort to be evaluated and further on, to be applied as efficient managerial tool. Herzberg’s two-factor theory Herzberg’s two-factor theory argues that his hygiene factors such as salary, benefits, working conditions or job security, are also considered to be extrinsic in nature, while motivational factors, such as, the job itself (challenging or not), growth and advancement, achievement (James, 2008); or job autonomy, job complexity and innovativeness (Vaananen, et al., 2005), are considered to be intrinsic in nature. The factors that will be analyzed in this research are determined based on the Frederick Herzberg’s research (Herzberg, 2003), in which he evaluated the following ten extrinsic/hygiene motivators: security, status, relationship with subordinates, relationship with peers, salary, work condition, relationship with supervisor, supervision, company policy and administration, and personal life. At the same time, the following six intrinsic motivators were evaluated: achievement, recognition, work itself, responsibility, advancement and growth. This research will examine the importance of the following seven motivational factor: money, benefits, location, job security, work environment (as extrinsic), then challenge and advancement opportunities (as intrinsic factors). The motivator money refers to Herzberg’s salary factor; the motivator benefits relates to his company policy and administration; location refers to personal life, since it directly influences the work-life balance and the time employees spend on their personal needs. The motivator work environment includes Herzberg’s relationship with subordinates, relationship with peers, relationship with supervisor, supervision and work condition. Security was evaluated as it is by Herzberg, as well. As for the extrinsic factors, advancement was also evaluated as it is by Herzberg, while challenge that will be used in this research mostly relates to work itself (as per Herzberg) since it refers to specific characteristics of the job itself and how interesting and challenging they are to the employee. In  conclusion, based on the importance these seven factors have for an employee when choosing a new job and leaving the current one, or while still performing on the current position, we determine/define the term motivational profile for the research purposes of this thesis. Definition of target group of the interrogated For the analysis of this poll I chose young people aged from 22-25 years which just graduated from the university and got a job. As well as any person, these workers too have certain motivational force. So, 12 workers, from them 7 guys and 5 girls took part in my poll. Distribution by Education Distribution by Department Distribution by Industry Determining the type, strength and direction of employee motivation units Using the questions given questionnaires to determine the type, strength and direction of the motivation of employees selected structural unit. To do this, this form must be filled by a worker units (not less than 10 people). Next, i need to calculate the score for each respondent’s answer. Compare the answers of all respondents. About the study of labor motivation of employees Results of motivational dough On the basis of the carried-out analysis I can draw a conclusion that most of young people choose financial motives, and it means what exactly the salary plays an important role at a work place choice. Conclusion Theories of motivation is the Herzberg Two Factor Theory. His theory also relies on the needs and their satisfaction concept, but according to this theory, the needs are grouped in two levels/groups: 1) hygiene or dissatisfaction avoidance factors (imperative to be satisfied) and 2) motivating or growth factors (additional motivating force after the basic needs are satisfied). He suggests that ―the factors involved in producing job satisfaction (and motivation) are separate and distinct from the factors that lead to job dissatisfactionâ€â€" (Herzberg, 2003, p.6). Herzberg also characterized the two groups of motivating factors according their origin. The dissatisfaction avoidance or hygiene factors are extrinsic to the job, and come from outside the person, and those are: company policy and administration, supervision, interpersonal relationships, working conditions, salary, status, security etc. Growth or motivating factors are intrinsic to the job, that come from within the person and those are:  achievement, recognition, the work itself, responsibility, and growth or advancement. At workplace, the employees must be provided with good extrinsic factors (good pay, good environment, safety etc) in order not to be unhappy. Further on, if the employers need them motivated to perform even better, they need to provide the additional intrinsic factors. Proceeding from results of motivational dough I came to a conclusion that according to the Herzberg’s two-factor theory the greatest importance for young employees is played by hygienic factors, to be exact economic factors, such as: a salary and awards, social advantages, pension privileges, holiday and training which is paid by the employer. Factors, the second for value, proceeding from results of this dough it: achievement and cooperation. And it means, what not all young workers choose hygienic factors. There are workers for whom motivators, such as are important: a freedom of action through achievements and cooperation with other workers. To conclude, many studies show that the age has an important effect on motivation. Still, in some research studies, the authors suggest that there are some motivating factors that do not have significantly different importance for employees at different age (Ross, 2005; Stead, 2009). The list of the used literature: 1. Khan, K.U., Farooq, S.U. and Ullah, M.I. (2010), The Relationship between Rewards and Employee Motivation in Commercial Banks of Pakistan, Research Journal of International Studies (14), p.37-54, [On Line], Available From: http://www.eurojournals.com/rjis_14_06.pdf, Accessed: 01.04.2011 2. Tella, A., Ayeni, C.O. and Popoola, S.O. (2007), Work Motivation, Job Satisfaction and Organizational Commitment of Library Personnel in Academic and Research Libraries in Oyo State, Nigeria, Library Philosophy and Practice, April 2007, [On Line], Available From: http://www.webpages.uidaho.edu/~mbolin/tella2.pdf , Accessed: 01.01.2010 3. Wagner, J. and Hollenbeck, J. (2009), Organizational Behavior: Securing Competitive Advantage, 1st edition, New York, Routledge 4. Vaananen, A., Pahkin, K., Huuhtanen, P., Kivimaki, M. Vahtera, J., Theorell, T. and Kalimo, R. (2005), Are intrinsic motivational factors of work associated with functional incapacity similarly regardless of the country?, Journal of Epidemiology and Community Health 2005(59), p.858-863, [On Line], Available From: http://jech.bmj.com/content/59/10/858.full , Accessed: 10.02.2010 5. Vaskova, R. (2006), Gender Differences in Performance Motivation, [On Line], Available From: http://www.eurofound.europa.eu/ewco/2006/01/CZ0601NU04.htm, Accessed: 03.02.2010 6. Herzberg, F. (2003), One More Time: How Do You Motivate Employees?, Harvard Business Review, Jan 2003, p.86-96, [On Line], Available From: http://hbr.org/2003/01/one-more-time/ar/1, Accessed: 21.04.2010 7. Ross, W. (2005), The Relationship Between Employee Motivation, Job Satisfaction and Corporate Culture, [On Line], Available From: http://uir.unisa.ac.za/bitstream/handle/10500/2584/thesis_roos_w.pdf?sequence=36, Accessed: 31.07.2011

Case Study Bmw Sustainable Operations Essay - 857 Words

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