Japanese management model and its features

Models management in management is given the most important value. It is understood as a set of knowledge on how to build management, how much it affects all structures and processes of the organization, how the organization develops in the external environment. One of the most effective management models is the Japanese management model.

The essence of the model and the organization of its activities were formulated by an American scientist of Japanese origin, William Ouchi. The essence of the Japanese management model is the symbiosis of the country's culture and the specifics of its economic development.

The specific features of the Japanese management model give experts an opportunity to argue that this model provides the greatest harmony between production, marketing and finance.

The Japanese model of management is a management model with a "human face", as it uses a holistic approach to the employee. It consists in the fact that the worker is treated holistically: both as an employee and as an individual. Human resources are considered as the most valuable resource.

Thanks to this approach, high labor productivity and amazing economic development results are ensured: being completely destroyed, now the Japanese economy is one of the most competitive economies in the world. (According to the World Economic Forum)

The management model influences the identification of a person with a company. Japanese employees demonstrate high sacrifice and devotion to the firm. Thus, control is only indirect, since high self-sufficiency stimulates the formation of self-motivation. However, the firms themselves encourage employees. Public recognition of merit, social programs, joint dinners, etc. create an atmosphere for obtaining the maximum result.

The cohesion of the collective and collective responsibility ensure a minimum turnover of staff. In the eyes of society, the change of company is conceived as a disgrace: a person who has changed his place of work is deprived of all privileges and wages, which forces him to start everything from scratch.

The Japanese management model is characterized by lifetime employment. This recruitment system determines the direct dependence of the position in the company on age and experience: in Japan there are no young directors and management companies. Promotion of the career ladder takes place in a specific way. Its frequency varies from 3 to 7 years. This rather frequent rotation is due to the Japanese confidence that a long stay in one position does not create incentives for motivation and careful fulfillment of all the duties assigned to the employee. Thus, diversification of skills also takes place, which ensures the formation of a non-specialized career: every worker during his life develops up to five new specialties.

The Japanese model of management assumes that the improvement of the qualifications of employees occurs without interruption of production.

The level of wages directly depends on the length of service and the effectiveness of labor outcomes. Companies provide various benefits and privileges that allow workers to achieve a high level of well-being. An important feature is the fact that the wage gap between the higher echelons of power and newcomers is insignificant: the salary of the head does not exceed the newcomer's salary by more than seven times. And most importantly, that management does not mind paying money for the work done.

The Japanese model of management made it possible for the country of the rising sun to achieve striking results in almost all spheres.