Chambobo
07-07-2005, 01:09
In 1980, the corporate world in the united states was shaken to discover that the most popular automobile model sold in this country was not Chevtolet, Ford, or Plymouth but Honda Accord, made in Japan. To people old enough to remember back to the 1950s the words "made in Japan" generally meant a cheap, poorly made product. But times had changed. The success of the Japanese auto industry (and, shortly thereafter, companies making electronics, cameras, and other products) soon has anylists buzzing about "Japanese organization." How else could so small a country challenge the world's economic powerhouse?
Japanese organisations reflect the nations strong collecticve spirit. That is, whereas most members of our society prize rugged individualism, the Japanese value cooperation. William Ouchi (1981) highlighst five differences between formal organizations in Japan and the United States:
1. Hiring and advancement. U.S. organizations hold out promotions and salary raises to as prizes to be one through individual competition. In Japanese organizations however, companies hire new school graduates together, and all employees in the group receive the same salary and responsibilities. Only after several years is anyone likely to be singled out for special advancement.
2. Lifetime security. Employees in the United States expect to move from one company to another to advance their careers. U.S. companies are also quick to lay off employees during an economic setback. by contrast, most Japanese firms hire workers for life, fostering strong mutual loyalties. If jobs become obsolete, Japanese companies avoid layoffs by retraining workers for new positions.
3. Holistic involvement. Where as we tend to see the home and workplace as distinct spheres, Japanese companies play a much larger role in workers' lives. They provide home morgages, sponser recreational activities, and sechedule social events. Such interation beyond the workplace strengthens collective Identity and offers the respectful japanese employees to voice suggestions and critisms informally.
4. Broad-based training. U.S. workers are highly specialized, and many spend an entire career doing one thing. But a Japanese orgnaization trains workers in all phases of its operation, again with the idea that employees will remain with the companies for life.
5. Collective decision making. In the United States, key executives make the important decisions. Although Japanese leaders also take ultimate responsibility for their orgianizations performance, they involve workers in "quality circles" to discuss decisions that affect them. A closer working relaitonship is also encouraged by Japan's smaller salary difference between exectutives and workers-about 10% of the difference typical in the United States.
These characteristics give Japanese a strong sense of organizational loyalty. Becuase their personal interests are tied to company interests, workers realize their ambitions through the organization. Japanese groupism is the cultural equivialent of our society's enphasis on individualism.
Japanese organisations reflect the nations strong collecticve spirit. That is, whereas most members of our society prize rugged individualism, the Japanese value cooperation. William Ouchi (1981) highlighst five differences between formal organizations in Japan and the United States:
1. Hiring and advancement. U.S. organizations hold out promotions and salary raises to as prizes to be one through individual competition. In Japanese organizations however, companies hire new school graduates together, and all employees in the group receive the same salary and responsibilities. Only after several years is anyone likely to be singled out for special advancement.
2. Lifetime security. Employees in the United States expect to move from one company to another to advance their careers. U.S. companies are also quick to lay off employees during an economic setback. by contrast, most Japanese firms hire workers for life, fostering strong mutual loyalties. If jobs become obsolete, Japanese companies avoid layoffs by retraining workers for new positions.
3. Holistic involvement. Where as we tend to see the home and workplace as distinct spheres, Japanese companies play a much larger role in workers' lives. They provide home morgages, sponser recreational activities, and sechedule social events. Such interation beyond the workplace strengthens collective Identity and offers the respectful japanese employees to voice suggestions and critisms informally.
4. Broad-based training. U.S. workers are highly specialized, and many spend an entire career doing one thing. But a Japanese orgnaization trains workers in all phases of its operation, again with the idea that employees will remain with the companies for life.
5. Collective decision making. In the United States, key executives make the important decisions. Although Japanese leaders also take ultimate responsibility for their orgianizations performance, they involve workers in "quality circles" to discuss decisions that affect them. A closer working relaitonship is also encouraged by Japan's smaller salary difference between exectutives and workers-about 10% of the difference typical in the United States.
These characteristics give Japanese a strong sense of organizational loyalty. Becuase their personal interests are tied to company interests, workers realize their ambitions through the organization. Japanese groupism is the cultural equivialent of our society's enphasis on individualism.