The Changing Face of Japanese Management (Working in Asia)

0415287448fm......Page 1
Changing Face of Japanese Management, The......Page 3
Boxes......Page 10
Contents......Page 6
What’s special about Japanese management?......Page 11
Table of Contents......Page 0
What’s special about Japanese managers?......Page 13
Our approach......Page 14
How the book is structured......Page 15
Acknowledgements......Page 16
Introduction......Page 17
SECTION 1: CROSSING BOUNDARIES......Page 18
Open your mind......Page 19
Language......Page 20
Defining cultural boundaries......Page 21
Core assumptions......Page 22
Encountering cultures......Page 23
SECTION 2: CRITICAL INCIDENTS......Page 24
Applying theories about Japanese management culture......Page 26
Hofstede and Hall......Page 27
Applying business models......Page 28
Focusing on the problem......Page 29
Collectivism......Page 30
Aversion to risk or uncertainty......Page 31
Power distance......Page 32
Time orientation......Page 33
High-context communication......Page 34
The importance of context......Page 35
Distinctive features of Japanese-style management communication......Page 37
Practical recommendations......Page 38
Problems and generalizations......Page 39
Masculinity/femininity......Page 40
Masculine/feminine values......Page 41
2 Emerging features of Japanese management culture (based on our research and case studies presented in this book)......Page 42
Shifts in Japanese management culture......Page 43
SECTION 5: OUR OWN APPROACH......Page 44
Summary......Page 45
Introduction......Page 46
SECTION 1: FACE AND REFERENCE GROUPS IN JAPANESE MANAGEMENT......Page 47
Reference groups......Page 48
The function of reference groups......Page 49
Time......Page 50
Space......Page 51
Understanding the context......Page 52
Sharing insider information......Page 53
Opaque flexibility......Page 54
Losing face......Page 55
Avoiding loss of face......Page 56
Giving face......Page 57
Face and control......Page 58
Perspective 1......Page 59
Perspective 4......Page 60
CCTV eyes......Page 61
Diffuseness......Page 62
Japan as a ‘shame’ culture?......Page 63
SECTION 3: RE-DEFINING FACE – CASE STUDIES......Page 65
Kawaguchi-san......Page 66
Kimura-san......Page 67
Takeda-san......Page 69
Case studies: first conclusions......Page 72
Summary......Page 73
Introduction......Page 74
The ‘TH-T model’......Page 75
Time and space/environment......Page 76
Attitudes to the environment......Page 77
The sea......Page 78
Germany......Page 79
US America......Page 80
Sony......Page 81
Time and tradition......Page 82
Sony’s achievement......Page 83
Our main resource is our people......Page 84
Takeguchi-san......Page 86
SECTION 3: FAMILY AS ORGANIZATION – ORGANIZATION AS FAMILY......Page 87
Ie tradition and Japanese business organizations......Page 88
Comparing Japanese with Asian tradition......Page 89
Outlaws?......Page 90
Mutual obligations......Page 91
Early-years schooling as preparation for work......Page 92
Time and space......Page 95
Getting the right wrong answer......Page 96
Learning kanji......Page 97
SECTION 6: CASE STUDIES REVIEWED......Page 99
Achievement and Takeda-san......Page 100
Summary......Page 101
Introduction......Page 102
Entering university......Page 103
Who goes to university?......Page 104
Experiencing university......Page 106
Recruitment and selection......Page 107
Recruiting potential......Page 108
Aotagai......Page 109
Current experiences of recruitment......Page 111
Current trends in graduate recruitment......Page 112
SECTION 3: CONSTRAINTS TO WOMEN’S CAREER CHOICES......Page 113
Good wives, wise mothers......Page 114
Career expectations of Japanese women......Page 116
Ippanshoku and sogoshoku......Page 117
Twenty lost years......Page 118
Only a joke......Page 119
Place......Page 120
Good news for women managers......Page 121
The HRM cycle......Page 122
The role of HR managers......Page 123
The experience of organizational induction......Page 124
Comments......Page 125
What happened next?......Page 126
Ikemura-san......Page 127
Summary......Page 128
Introduction......Page 130
The roots of patience: lifetime employment......Page 131
The classical model of Japanese management......Page 133
The ‘classical model’ under strain......Page 134
SECTION 2: THE EXPERIENCE OF TRAINING......Page 135
OTJ......Page 136
Language training......Page 137
Kanban......Page 138
Japanese organizations as learning organizations......Page 139
Komatsu......Page 141
Commitment and skills......Page 142
Job rotation......Page 143
Constraints to innovation......Page 144
‘Outside the box’......Page 145
SECTION 4: PATIENCE AS A CORE VALUE IN JAPANESE HRM......Page 147
Matsushita......Page 148
Troubled times......Page 149
Shortened working hours......Page 150
Few holidays......Page 151
Health......Page 152
SECTION 5: TRENDS IN CAREER DEVELOPMENT......Page 153
Mikimura-san......Page 155
Summary......Page 156
Introduction......Page 158
‘My door is always open’......Page 159
Trust and control......Page 160
Trust and the reference group......Page 161
The harmonious office?......Page 162
Collective trust......Page 164
Defining collective trust......Page 165
Trust and co-operation......Page 166
SECTION 3: PERFORMANCE APPRAISAL......Page 167
The ‘psychological contract’......Page 168
Trust and performance......Page 169
Best practice?......Page 170
Process and outcomes......Page 172
The line-manager/appraiser’s view......Page 173
SECTION 4: THE ‘TRUST DILEMMA’......Page 174
Trust and voice......Page 175
A sense of crisis......Page 176
Individualization......Page 177
SECTION 5: REDEFINING TRUST......Page 178
Role models......Page 179
‘Individualistic management’......Page 181
Summary......Page 183
Introduction......Page 184
SECTION 1: REWARDS – PAY AND PROMOTION......Page 185
Pay......Page 186
Exit bonuses......Page 187
Promotion......Page 188
The impatience of younger managers......Page 189
Global/local sources of tension......Page 190
SECTION 2: MANAGING DIVERSITY......Page 191
Hayafuji-san......Page 192
New problem areas in Japanese HRM......Page 193
The Japanese pharmaceuticals industry......Page 195
Suenaga-san’s view......Page 196
Constraints at the national level......Page 197
Global standards......Page 199
‘No company is too big to fail’......Page 200
Japan-bashing?......Page 201
A state of mind......Page 203
Case study: research and development......Page 204
SECTION 4: CROSSING THE LIGHTS AT RED......Page 206
Foreign winds of change: Nissan......Page 207
Japanese winds of change: Mitsubishi Corporation......Page 209
SECTION 5: MAKE THE SYSTEM WORK FOR YOU......Page 211
Sukehara-san......Page 212
Summary......Page 213
Introduction......Page 215
SECTION 1: THE EXPERIENCE OF ORGANIZATIONAL EXIT......Page 216
Managing organizational exit......Page 217
Uchiyama-san......Page 219
Amakudari......Page 220
Madogi-wa......Page 221
SECTION 2: SOURCES OF INSPIRATION......Page 222
Self-help guides......Page 223
Contexts of leadership......Page 224
Honda: daring to be different......Page 225
Trendsetting: the ‘Uniqlo effect’......Page 226
The Uniqlo effect: what aspiring Japanese managers think......Page 228
Uniqlo’s effect on the Japanese retailing industry......Page 229
Uniqlo’s effect on aspiring Japanese managers......Page 230
Further retail trends: individualization......Page 231
SECTION 3: THE ‘WAR FOR TALENT’......Page 232
Miura-san......Page 233
Nakamura-san......Page 236
Convergence with other national models and experiences?......Page 238
Entrepreneurs as role models?......Page 239
Emerging reference groups......Page 240
SECTION 5: VOICES FROM THE FRINGE......Page 241
Another chance......Page 242
A shift in perspectives......Page 243
Claiming the language of change......Page 244
Summary......Page 245
Glossary......Page 247
Bibiliography......Page 251