Japanese Management
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As a modern, industrial country, Japan has been able to significantly and steadily improve its productivity and enhance the quality of its manufacturing processes to the point where it is providing world leadership in the art and science of management, especially production management. Although the West has expressed considerable interest in Japanese management techniques over the last few decades, there has been only limited interest in adopting particular aspects of Japanese management into the American corporate environment. This is due, in part, to the overriding belief that Japanese management is inexorably tied to Japanese culture, and hence is not transferable. In fact, although there are numerous examples of culture and management being intertwined, particular variables and techniques from Japanese management "are transferable to the West, although Western management may not necessarily want nor need to adopt them all" (Pegels, 1984, p. xiii). This paper will focus on some of the variables that contribute to Japanese management and decision making, particularly in relation to Japanese culture. After first reviewing both Japanese culture and management style, the paper will turn to an analysis for the Japanese cultural basis for superiority, the economic, sociological, and philosophical resources of Japan, Japan's industrial strategy, focusing on two examples of Japanese production Toyota and Kanban, finally concluding with the implications for the United State
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s structure has a great deal to do with social status and ideology (that is, being) and rather too little to do with standards of output (that is, doing). While the professions have stood for the self regulation of proper standards, there has been a tendency for professionals themselves to favor exclusiveness and status at the expense of performance (Trevor, 1986, p. 10).
For Japanese management, this attitude is both politically and culturally a type of survival behavior that allows for competitiveness, hegemony, and a structure that perpetuates a type of intra loyalty to both the state and the corporation.
In comparison to management style in the United States, Japanese management techniques are more focused and related to order. Although this style is part of the Japanese cultural desire for balance, the success of the Japanese management style may largely be due to the synergistic approach to employee relations and product development something at times lacking in the American corporation (Archer, 1989, pp. 283-6).
Because of the degree of success established by Japanese management, many authors view the major motivation of Japanese management style to change the nature of assembly line design and implementation. In
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Some common words found in the essay are:
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Approximate Word count = 3664
Approximate Pages = 15 (250 words per page)
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