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The Changing Face of Japanese Management 1st Edition by Keith Jackson, Miyuki Tomioka ISBN 0415287456 9780415287456

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The Changing Face of Japanese Management Working in Asia 1St Edition Edition Keith Ja Editor Digital Instant Download

Author(s): Keith Ja Editor
ISBN(s): 9780415287456, 0415287456
Edition: 1St Edition
File Details: PDF, 1.74 MB
Year: 2003
Language: english
SKU: EB-1695156 Categories: , Tag:

The Changing Face of Japanese Management 1st Edition by Keith Jackson, Miyuki Tomioka – Ebook PDF Instant Download/Delivery: 0415287456, 9780415287456
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ISBN 10: 0415287456
ISBN 13: 9780415287456
Author: Keith Jackson, Miyuki Tomioka

For many western managers the approach taken by successful Japanese organisations and their managers has tended to inspire awe, envy and incomprehension in equal measure. But what is so special about ‘Japanese’ management? And how ‘special’ is the response of Japanese managers to global business pressures ? This textbook addresses these questions. It presents case examples generated from interviews with Japanese managers in Japan, Europe and the USA, contextualising their comments by reference to recent research in the fields of international and intercultural management. The book explains how and why individual managers variously perceive threats or opportunities in the business and career environments currently evolving both inside and outside Japan. It combines vivid images of the expected and the exceptional, the traditional with the new and unfamiliar. The Changing Face of Japanese Management offers management students with little prior knowledge of Japanese business and society, critical insights into what is happening inside Japanese management today. It also offers clear and immediately transferable insights to management practitioners who are preparing to work or negotiate with Japanese business partners.

The Changing Face of Japanese Management 1st Table of contents:

1 First encounters
Introduction
Section 1 Crossing Boundaries
Open your mind
Time
Space
Language
Cultural boundaries
Defining cultural boundaries
Approaching cultures
Core assumptions
Encountering cultures
Section 2 Critical Incidents
Section 3 Explaining Japanese Management Behaviour – A Case Study
Applying theories about Japanese management culture
Hofstede and Hall
Being critical with theories
Applying business models
Avoiding stereotypes
Focusing on the problem
Collectivism
Aversion to risk or uncertainty
Power distance
Time orientation
High-context communication
The importance of context
Distinctive features of Japanese-style management communication
Silence
Practical recommendations
Section 4 Changes in Japanese Management Culture
Problems and generalizations
What is ‘typical’ Japanese business behaviour?
Masculinity/femininity
Masculine/feminine values
1 Traditional values in Japanese management culture
2 Emerging features of Japanese management culture (based on our research and case studies presented in this book)
Shifts in Japanese management culture
Section 5 Our Own Approach
Summary

2 The face of Japanese management
Introduction
Section 1 Face and Reference Groups in Japanese Management
The ‘bawling out’ scene
Reference groups
The structure of reference groups
The function of reference groups
Self-regulation
Time
Space
Mixed-ability groups
Understanding the context
Sharing insider information
Opaque flexibility
Section 2 Face and Control in Japanese Management
Losing face
Avoiding loss of face
Giving face
Face and control
A definition of trust
The ‘train girl’ story
CCTV eyes
Diffuseness
What motivates the train girl?
Japan as a ‘shame’ culture?
Section 3 Re-Defining Face – Case Studies
Face and esteem
Kawaguchi-san
Breaking the rules
Kimura-san
Takeda-san
Case studies: first conclusions
Summary

3 Learning how to work
Introduction
Section 1 Culture and Problem Solving
The ‘TH-T model’
Time and space/environment
Section 2 Being Japanese
Attitudes to the environment
Geography
Cities
The sea
Attitudes to time
Germany
US America
Sony
Time and tradition
Sony’s achievement
Our main resource is our people
Communitarian achievement
Takeguchi-san
Section 3 Family as Organization – Organization as Family
Ie tradition and Japanese business organizations
Comparing Japanese with Asian tradition
Fear of exclusion
Outlaws?
Mutual obligations
Section 4 Socialization – Home and School
Early-years schooling as preparation for work
Time and space
Section 5 How Japanese Managers Learn
How Japanese managers learn to learn
Getting the right wrong answer
Learning kanji
Section 6 Case Studies Reviewed
Pride and Kimura-san
Achievement and Takeda-san
Summary

4 Starting a career
Introduction
Section 1 Les Jeux Sont Faits
Entering university
Who goes to university?
Experiencing university
Section 2 Entering The World of Work
Recruitment and selection
Recruiting potential
Traditional experiences of recruitment and selection
Current experiences of recruitment
Current trends in graduate recruitment
Section 3 Constraints to Women’s Career Choices
Good wives, wise mothers
Career expectations of Japanese women
Learning from the experience of others
Twenty lost years
Only a joke
Learning from exceptions
Time
Place
Role models
Good news for women managers
Section 4 The First Steps on a Career Path
The HRM cycle
HRM and culture
The role of HR managers
The experience of organizational induction
Miura-san
Comments
What happened next?
What about loyalty?
Ikemura-san
Summary

5 Losing patience
Introduction
Section 1 The Classical Model of Japanese-Style Management
The roots of patience: lifetime employment
The classical model of Japanese management
The ‘classical model’ under strain
Section 2 The Experience of Training
OTJ
Language training
Japanese organizations as learning organizations
Commitment and skills
Section 3 The Experience of Career Development
Job rotation
Constraints to innovation
Hori-san
‘Outside the box’
Section 4 Patience as a Core Value in Japanese HRM
Matsushita
Troubled times
Losing patience
Long working hours
Shortened working hours
Loss of benefits
Few holidays
Health
Section 5 Trends in Career Development
Loyalty: a core value
Mikimura-san
Summary

6 Losing trust?
Introduction
Section 1 Managing Trust in Japanese Organizations
‘My door is always open’
Trust and control
Trust and the reference group
The harmonious office?
Section 2 Experiencing Trust in Japanese Organizations
Collective trust
Defining collective trust
Trust and co-operation
Section 3 Performance Appraisal
The ‘psychological contract’
Trust and performance
Best practice?
Process and outcomes
The line-manager/appraiser’s view
Section 4 The ‘Trust Dilemma’
Trust and voice
A sense of crisis
Individualization
Section 5 Redefining Trust
Role models
‘Individualistic management’
Summary

7 Regaining confidence
Introduction
Section 1 Rewards – Pay and Promotion
Pay
Bonuses
Exit bonuses
Promotion
The relative value of rewards
The impatience of younger managers
Global/local sources of tension
Section 2 Managing Diversity
Hayafuji-san
New problem areas in Japanese HRM
Implications: a case study from the Japanese pharmaceuticals industry
Suenaga-san
The Japanese pharmaceuticals industry
Suenaga-san’s view
Section 3 Constraints to Managing Diversity
Constraints at the national level
Global standards
‘No company is too big to fail’
Constraints at the national industrial level
A state of mind
Case study: research and development
Section 4 Crossing the Lights at Red
Foreign winds of change: Nissan
Japanese winds of change: Mitsubishi Corporation
Section 5 Make the System Work for You
Sukehara-san
Summary

8 Facing the future
Introduction
Section 1 The Experience of Organizational Exit
Managing organizational exit
Threatening silence
Heaven or window?
Uchiyama-san
Madogi-wa
Section 2 Sources of Inspiration
Self-help guides
Leadership
Contexts of leadership
Honda: daring to be different
Trendsetting: the ‘Uniqlo effect’
The Uniqlo effect: what aspiring Japanese managers think
Uniqlo’s effect on the Japanese retailing industry
Uniqlo’s effect on Japanese retail management
Uniqlo’s effect on aspiring Japanese managers
Further retail trends: individualization
Section 3 The ‘War for Talent’
Tension: achievement and ascription
Miura-san
Section 4 The Entrepreneurial Spirit
Nakamura-san
Beware over-generalizations
Convergence with other national models and experiences?
The globalization/localization debate
Entrepreneurs as role models?
Emerging reference groups
Section 5 Voices from the Fringe
Another chance
A shift in values
A shift in perspectives
Claiming the language of change
Facing facts
Facing the future

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Tags: Keith Jackson, Miyuki Tomioka, Japanese