Japanese Management Techniques in the U.S.

JAPANESE MANAGEMENT AND JAPANESE CULTURE

Contemporary Japanese management practices, and, indeed, the contemporary success of Japanese enterprise may be traced to the Meiji Restoration. The Meiji Constitution was implemented in 1889, and, subsequent to its introduction, Japan entered into a period of rapid development (Toland 62). The Tokugawa governments had opposed the opening of Japan to outsiders, or to outside ideas (Smith 370). Subsequent to the implementation of the Meiji Constitution, this attitude changed to some extent. The Japanese government remained opposed to the opening of the country to outsiders, but it began to welcome outside ideas, as those ideas applied to economic development (Hirschmeier, and Yui 157). In the last quarter of the twentieth century, it is the United States which is resisting the importation of foreign ideas.1

Social values were also significant in the industrialization of Japan. The rationalizing tendencies of Japanese religions provided the catalyst for the development of these values (Reischauer 8384). From this religious environment evolved the Shingaku movement, which became the ethical foundation of the Japanese mercha

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ial Small group Individual emphasis manager Participation Quality circles Managementby objectives Project teams Used extensively Used sparingly Structure Low High Hierarchy Flat tendencies Tall tendencies (Ouchi 58; Peters, and Waterman 126127, 133, 269270; Pascale, and Athos 2857, 116149) ============================================================= 6 misunderstand the real meaning of some Japanese management techniques. Thus, when Japanese management techniques have been adopted by some firms, they have failed because of ill conceived implementations. An example of the illconceived implementation of Japanese management techniques by some American firms may be illustrated by a consideration of the decision making process. Collective decision making, to the Japanese, means extensive and extended consultations between all managers concerned, until a true con sensus is reached (Cox 148149). In many American firms where collective decision making has been implemented, however, it is often more of a process of senior managers inform
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Approximate Word count = 2801
Approximate Pages = 11 (250 words per page)

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