首页
外语
计算机
考研
公务员
职业资格
财经
工程
司法
医学
专升本
自考
实用职业技能
登录
外语
Principles in Japanese Organizations During the 1970s and 1980s, American managers invested much time and money studying Jap
Principles in Japanese Organizations During the 1970s and 1980s, American managers invested much time and money studying Jap
admin
2010-07-14
19
问题
Principles in Japanese Organizations
During the 1970s and 1980s, American managers invested much time and money studying Japanese approaches to management because of the fine quality of Japanese products and the general productivity of their organizations. While the American and Japanese cultures differ significantly in many ways, it is still possible to examine Jap0nese management and discover several relevant principles.
Extensive studies of Japanese organizations have demonstrated that Japanese managers stress the following:
Bottom-up Initiative
Japanese managers believe that change and initiative within an organization should come from those closest to the problem. So they elicit(引起) change from below. Top-level Japanese managers see their task as creating an atmosphere in which subordinates are motivated to seek better solutions. The difference is that Western style decision-making proceeds mostly from top management and often does not consult middle management or the worker while in Japan, ideas can be created at the lowest levels, travel upward through an organization and have an impact on the eventual decision. This is "bottom up".
Top Management as Motivator
Japanese managers do not view themselves as having all the answers. When a subordinate brings in a proposal, the manager neither accepts nor rejects it. Rather, he tactfully, politely asks questions, makes suggestions, and provides encouragement.
Middle Management as Impetus for and Shaper of Solutions
In the Japanese system, junior (middle) managers are initiators who perceive problems and formulate tentative (尝试的) solutions in coordination with others. They are not functional specialists who carry out their boss’s directives. Because so much emphasis is placed on coordination and integration,’ solutions to problems evolve more slowly, but they are known and understood by all those who have been a part of the solution generation process. Horizontal communication is stressed as essential to the coordination of problem-solving efforts.
Consensus(多数人的意见) as a Way of Making Decisions
The Japanese are less inclined to think in terms of absolutes, that is, the solution (which is right) versus the alternatives (which are wrong). Rather, they recognize a range of alternatives, several of which might work and all of which possess advantages and disadvantages. When a group makes a decision, all members become committed to the chosen solution. From a Japanese perspective, that commitment, and the ensuing dedication toward working to make the solution successful, is probably more important than the objective quality of the decision. The Japanese have an interesting concept of consensus. Those who consent to a decision are not necessarily endorsing(签署) it. Rather, consent means that each person is satisfied that his point of view has been fairly heard, and although he or she may not wholly agree that the decision is the best one, he or she is willing to go along with it and even support it.
Concern for Employees’ Personal Well-being
Japanese managers have a kind of paternalistic (家长试作风的) attitude toward their employees. Traditionally, Japanese organizations have offered their workers housing, extensive recreational facilities, and lifetime employment. The Japanese believe that it is impossible to divorce a worker’s personal and professional lives. Good managers express concern for workers as persons with homes and families as well as for the quality of the products the workers produce. Managers typically work alongside their subordinates, counsel them regarding their personal lives, and encourage much peer interaction.
Advantage or Disadvantage
It is interesting that principles that are considered, Joy many to be advantages of the Japanese system can also be viewed as problems, at least from an American perspective. There is a fine line between encouraging consensus and forcing it. When groups place too much emphasis on being agreeable and conforming to organizational expectations, poor quality decision making is a likely outcome. Moreover, the Japanese notion of taking care of employees can extend into an extreme form of paternalism with which few well-educated Americans would be comfortable. It is appropriate to protect children or others who cannot think for or look after themselves. But professionals hardly fall into these categories. Most Americans would prefer an organizational system that makes it possible for them to function as mature, intelligent human beings, responsible for their own security and well-being.
Some authors have suggested that Japanese style management as adapted to American organizations is little more than a tool for even greater management control. An employee who has a life commitment to a particular organization, for instance, becomes vulnerable. Since he does not perceive practical options, he is more likely to tolerate existing working conditions, even if he finds them unpleasant. The employee is also encouraged to become a generalist rather than a specialist. Thus, a person’s expertise in a particular area is rarely sufficiently developed so that the organization actually grows to depend on him or her as an irreplaceable employee. Instead, substitutes are readily found. Moreover, should an employee who has worked in this kind of organizational environment decide to abandon his commitment to this organization after a few years of working as a generalist, he would be poorly equipped to move into other American organizations since he would be competing with specialists.
Hardly Suited to American Organizations
The body of research on Japanese organizations continues to grow. Recent research suggests that one cannot generalize about Japanese workers—that males and females, young and old, differ in their decision-making style and management preference. One study reported that Japanese workers were more passive than commonly thought, preferring to be persuaded of the value of a decision by their supervisor over making the decision themselves. However, a different study found that Japanese managers place afar greater emphasis on corporate participation and cooperation than their American counterparts. Thus, a consistent and coherent view of Japanese organizations does not yet exist.
Like the other approaches to management, the Japanese approach is very interesting. In reminding us of the value of the individual, the need for consensus decision making, and the potential of motivating management, it has been extremely useful. It is not a panacea(万能药), however. Because of extreme differences between the Japanese and American cultures, some Japanese management practices are simply poorly suited to American organizations.
From a Japanese perspective, commitment and dedication are probably more important than the decision itself in a decision making process.
选项
A、Y
B、N
C、NG
答案
A
解析
在Consensus as a Way of Making Decisions这一部分:“From a Japanese perspective,that commitment,and the ensuing dedication toward working to make the solution successful,is probably more important than the Objective quality of the decision.”从这里我们可以知道,在日本人看来,义务和对解决问题的奉献精神可能比决策本身客观效果的好坏更加重要。选项与文章是一致的。
转载请注明原文地址:https://kaotiyun.com/show/oG7K777K
0
大学英语六级
相关试题推荐
Theuseofdeferential(敬重的)languageissymbolicoftheConfucianidealofthewoman,whichdominatesconservativegendernorms
MasstransportationrevisedthesocialandeconomicfabricoftheAmericancityinthreefundamentalways.Itcatalyzed(刺激)phy
MasstransportationrevisedthesocialandeconomicfabricoftheAmericancityinthreefundamentalways.Itcatalyzed(刺激)phy
A、Becausefutureshockiscausedbygreatlyacceleratedrateofchange.B、Becausefutureshockcannotbepredicated.C、Because
Eatingbetterandmoreadventurouslyisbecominganobsession,especiallyamongpeoplewithmoneytospend.Healthiereating—and
A、Toimitateit.B、Touseitfromtimetotime.C、Toaskforit.D、Tohearit.B可以听到:Ifpeoplehadtouseasecondlanguageall
Everyyeartelevisionstationsreceivehundredsofcomplaintsabouttheloudnessofadvertisements.However,federalrulesforbi
A、Swimming.B、Playingbasketball.C、Boating.D、Playingvolleyball.B4个选项都与运动相关,因此本题的问题应该与运动项目有关,对话中提到两项最喜爱的运动项目“Playingbasketba
Inrespondingtosocialproblems,wehavesimilarlyconstructedhospitals,prisons,nursinghomes,and"special"schoolsforthe
Foryears,doctorsadvisedtheirpatientsthattheonlythingtakingmultivitaminsdosesisgivingthemexpensiveurine(尿).Aft
随机试题
______是实现顾客满意的关键()
以下关于Cache的叙述中,正确的有()。
男性,18岁,因转移性右下腹痛12小时入院,诊断为“急性阑尾炎”,当晚行阑尾切除术,病理为坏疽性阑尾炎。自术后次晨起,患者表现为腹痛,烦躁不安,未解小便,体查,面色较苍白,皮肤湿冷,心率110/min,脉搏较弱,血压10.67/8kPa(80/60mmHg
患者,男性,23岁。高热,咳嗽、咳痰5天,咳铁锈色痰。呈急性面容,双颊绯红。叩诊肺部浊音,语颤增强,闻及支气管呼吸音。该患者最有可能感染的病原菌是
高血钾症最常见的临床表现是
患者,男,59岁,情绪激动后突然晕倒,经CT检查发现为脑出血,急诊行开颅手术,术后送入神经外科病房。患者神志不清,脏器功能紊乱,给予监护。对该患者采取的最佳护理方式是()
下列各因素中,影响经济订货量大小的因素有()。
___________技术的目的是让教师形成正确的教育观念,提高其参加教育科研的自觉性和主动性,从而自觉地实现角色的改变。
联系实际论述艺术家应具备的修养和能力。(浙江师大。2013年研;青岛大学2011年研;中国美院2006年研;南艺2003年研)
《巴黎竞赛画报》
最新回复
(
0
)