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Comparison of American and Japanese models of management. Comparative analysis of American and Japanese models of management

Management schools in the USA and Japan are currently leading in the world and are considered in other countries as a kind of standard for management development. There is a certain similarity between them: both schools focus on the activation of the human factor (using, however, various forms and methods), constant innovation, diversification of manufactured goods and services, downscaling large enterprises and moderate decentralization of production; they are guided by the development and implementation of long-term strategic plans for the development of the enterprise (although if American managers develop their plans for 5-8 years, then Japanese managers - for up to 10 years or more). At the same time, despite the outward similarity, these two management schools have features due to the specifics of the socio-economic development of their countries.

basis American system management is the principle of individualism that arose in American society in the 18th-19th centuries, when hundreds of thousands of immigrants arrived in the country. In the process of developing vast territories, such national character traits as initiative and individualism were developed. For Japan, in which until the end of the XIX century. feudalism was preserved, the traditional setting of social

consciousness on collectivism (belonging to any social group), and the formation of the modern Japanese management system took place taking into account this feature. Currently, Japanese management is becoming more widespread in countries such as South Korea, Taiwan, Singapore, Hong Kong, Thailand, taking into account common cultural values and traditions.

There are other differences between Japanese and American control systems. In the US, in the management process, the emphasis is on bright personality that can improve the performance of the organization - in Japan, managers are guided by the group and the organization as a whole. In American firms, there are rigid management structures with certain functions, while in Japan, more flexible management structures are used, created and eliminated as specific tasks are performed. The main incentive for American workers is the economic factor (money) - for Japanese workers, it is not money that plays a more significant role, but socio-psychological factors (sense of belonging to a team, pride in the company). Western European and American enterprises are characterized by the presence of moral and psychological prohibitions that hinder the initiative and creativity of workers - Japanese workers are guided by the concepts of internal duty and subordination of their interests to the interests of the team. In crisis situations, American managers try to lay off part of the staff in order to reduce the costs of their organization and make it more competitive - in Japanese enterprises there is an unwritten law of the so-called lifelong employment of workers, in which working personnel are considered as supreme value organizations, and consequently, the administration will do everything possible to keep their employees in the most critical situations. American workers under the contract of employment are focused only on the fulfillment of their functional duties- Japanese workers strive not only to fulfill their job responsibilities, but also to do the maximum useful for their organization, for example, an American foreman or engineer will never do the job of cleaning the workshop, even if he has free time, and a Japanese specialist, having free time from his main activity, will definitely do something useful for his company, as he is focused

not to perform strictly defined functional duties, but to work for the good of their company.

American workers typically change jobs once every few years, moving to firms that offer them higher wages or Better conditions labor. This is also due to the fact that in the United States only a vertical career is traditionally considered successful (when an employee is promoted in the structure of his organization). It is common practice to retire employees who have been with the company for 20-25 years, even if they have not reached retirement age. In this way, company management seeks to create conditions for career growth of young professionals and keep them in their organization.

In Japan, employees usually work their whole lives in one enterprise, and any transfer to another organization is considered unethical. The career of a Japanese specialist is more often horizontal (for example, a middle manager moves to other departments every 4 to 5 years, occupying positions equal in their previous status). This allows the company to improve the system of horizontal links between departments and services, to train professionals of a wide profile, to solve the problem of interchangeability, to improve the moral climate in the team. People who have reached retirement age rarely retire, trying to work for the benefit of the company as long as they have the strength, and in any areas and positions.

Russia has yet to choose the most suitable management model for it, at first simply copying it, and then creatively developing on the basis of domestic theory and management practices. Apparently, the Japanese management model will be more attractive to us, since it is in more corresponds to the peculiarities of our history, culture and national psychology(for example, the priority of the group over the individual, submission to the authority of power, etc.). Such a choice, in our opinion, will undoubtedly lead to a change in the geopolitical interests of Russia, to its greater orientation towards countries located in Pacific region(Japan, China, Brazil, Chile, Australia, South Korea, etc.), with their huge human, financial, resource and technological capabilities and historical perspective.

The choice of a management model will mean a change in worldview guidelines in the process of training future managers.

This will be a choice that will determine the historical path of Russia's development for hundreds of years. After all, Russia is a country located at the crossroads of the West and the East and has absorbed the values of both the Western and Eastern worlds.

Comparative characteristics Japanese and American models of management

§ 4. General principles
government controlled

After World War II, Japan short term moved from a totalitarian-militarist regime to the norms rule of law based on the principle of separation of powers. In Art. 41 of the Japanese Constitution of 1947 states that "the Parliament is the supreme body state power and the only legislature states".

The Japanese Parliament consists of two chambers: the House of Representatives and the House of Councilors, each of which contains up to 20 standing committees. The commissions are composed of deputies from various political parties in proportion to their representation in parliament. The commissions preliminarily consider the vast majority of draft legislative acts and perform the main legislative work.

Supreme bodies executive power in Japan are the government and the cabinet. The government is formed on the basis of laws on the Cabinet of Ministers and on the organization of the government, adopted by Parliament in 1947 and 1948, respectively. These laws determine the number of ministries and departments, their general structure, the number of state ministers and their deputies, the most common functions, rights and obligations of departments and their heads.

The executive authorities are constitutionally under rather strict control of the parliament. This is ensured, first of all, by legal norms and the system of financing.

The structure, powers, rights, duties, number of administrative apparatus are determined by special laws on the organization of these bodies, adopted by the Parliament. Departments are given the right to create additional units they need, but subject to the limits of the established number limit. Other changes require the approval of Parliament, whose members generally view its growth negatively. Therefore, the number of the bureaucracy itself in Japan is relatively small.

In addition to legislation, an important lever of parliamentary control over the activities of the Cabinet of Ministers and all public institutions Japan is Control and Auditing Council, according to the Constitution, it is independent of the government, including the Ministry of Finance. It consists of an office, a secretariat and 5 departments specialized in

on checking the financial activities of specific ministers and departments. The Council, with over 1,200 auditors, annually audits the expenditures of all ministries and departments and establishes their compliance with the budget approved by Parliament. The results of the audit, together with the government's financial report, are submitted to Parliament for consideration. In the presence of any financial abuse or use of public funds for other purposes, the guilty heads of departments and their divisions are held accountable by the Parliament.

The main law governing the civil service in Japan is the Civil Service Law, which aims to ensure a sufficiently democratic and efficient system of administrative power by establishing fundamental standards applicable to all civil servants and providing for maximum efficiency in the performance of their duties.

According to this law, civil servants are persons who receive a salary from the state, are selected and appointed by the state and receive compensation (pension) from the state. The principles and standards for the selection of civil servants are provided for by the Constitution of Japan, which states that "all people are equal before the law." However, the law states that public service Only persons of Japanese nationality can be accepted.

The basis for admission to the civil service is the candidate's compliance with the qualification requirements for special knowledge and skills in the field of administration, regardless of anyone's personal considerations and political views. To assess the candidate's abilities, there is a system of examinations and assessment of his qualifications and experience.

Initial appointment to the civil service is based on competitive examinations or (in some cases) an interview and assessment of the candidate's abilities. Written and oral examinations include an assessment of qualifications and diligence, a medical examination is also carried out and other methods are used to objectively assess the candidate's ability to perform official duties. By law, all persons must be admitted to examinations on equal terms; sufficient publicity must be ensured during examinations.

The names of those who successfully passed the exams and the points they received are entered into the certificate of the right to civil service. This certificate is valid for 1 year.

Heads of ministries and departments are vested with the right to appoint to positions, and they can delegate these rights to other high-ranking officials of their ministries and departments. The right to temporarily remove from office, reinstatement, dismissal or resignation, as well as the right to impose disciplinary sanctions, belongs to the person who appointed the official to the position.

These rights are governed certain rules. For example, no one can be appointed to a position if he does not meet the requirements of the Law on Civil Servants. Appointment to a position or promotion is conditional for at least 6 months. During this period, the first recruit does not have the status guaranteed for civil servants.

By law, promotions are based on competitive examinations between applicants or (in most cases) performance evaluations.

The law establishes a uniform for the majority of civil servants age limit for retirement - 60 years. This system applies to all civil servants of the regular service, with the exception of those hired temporarily or for a fixed period.

Questions for self-examination

1. Describe the philosophy of Japanese management.

2. What is the essence of quality management in Japanese firms?

3. What are the differences between Japanese and American management?

Literature

1. Monden J. "Toyota": methods of effective management. - M .: Economics, 1989.

2. Morita A. Made in Japan. The history of the Sony company. - M .: Uni-vers, 1993.

3. Pronkin V.A., Ladanov I.D. Personnel management in Japan. - M.: Nauka, 1989.

4. Shonberger R. Japanese methods of production management.- M.: Economics, 1988.

Schools of management in the USA and Japan are currently leading in the world and are considered in other countries as a kind of standard for management development. With polar differences, however, there is a certain similarity between them: both schools focus on the activation of the human factor (using, however, various forms and methods), constant innovation, diversification of manufactured goods and services, downsizing of large enterprises and moderate decentralization of production; they are guided by the development and implementation of long-term strategic plans for the development of the enterprise (although if American managers develop their plans for 5-8 years, then Japanese managers - for up to 10 years or more). At the same time, despite the outward similarity, these two management schools have features due to the specifics of the socio-economic development of their countries.

The basis of the American system of government is the principle of individualism, which arose in American society in the 18th-19th centuries, when hundreds of thousands of immigrants arrived in the country. In the process of developing vast territories, such national character traits as initiative and individualism were developed. For Japan, in which until the end of the XIX century. feudalism was preserved, the traditional attitude of public consciousness towards collectivism (belonging to any social group) was characteristic, and the formation of the modern Japanese management system took place taking into account this feature. Currently, Japanese management is becoming more widespread in countries such as South Korea, Taiwan, Singapore, Hong Kong, Thailand, taking into account common cultural values and traditions.

There are other differences between Japanese and American control systems. In the United States, in the management process, the focus is on a bright personality that can improve the organization's performance - in Japan, managers are guided by the group and the organization as a whole. In American firms, there are rigid management structures with certain functions, while in Japan, more flexible management structures are used, created and eliminated as specific tasks are performed. The main incentive for American workers is the economic factor (money) - for Japanese workers, it is not money that plays a more significant role, but socio-psychological factors (sense of belonging to a team, pride in the company). Western European and American enterprises are characterized by the presence of moral and psychological prohibitions that hinder the initiative and creativity of workers - Japanese workers are guided by the concepts of internal duty and subordination of their interests to the interests of the team. In crisis situations, American managers try to fire part of the staff in order to reduce the costs of their organization and make it more competitive - in Japanese enterprises there is an unwritten law of the so-called lifelong employment of workers, in which the working staff is considered as the highest value of the organization, and therefore, the administration will do everything possible to keep their employees in the most critical situations. According to the employment contract, American workers are focused only on the performance of their functional duties - Japanese workers strive not only to fulfill their job duties, but also to do the maximum useful for their organization, for example, an American foreman or engineer will never do cleaning work on the workshop, even if he has free time, and a Japanese specialist, having time free from his main activity, will definitely do something useful for his company, since he is focused not on performing strictly defined functional duties, but on working for the good of his company. American workers typically change jobs once every few years, moving to firms that offer them better wages or better working conditions. This is also due to the fact that in the United States only a vertical career is traditionally considered successful (when an employee is promoted in the structure of his organization). It is a common practice to retire employees who have been with the company for 20-25 years, even if they have not reached retirement age. In this way, company management seeks to create conditions for career growth of young professionals and keep them in their organization.

Criteria	Japanese model	US model
1. The nature of managerial decision-making	Decision making by consensus	Individual nature of decision-making
2. Responsibility	Collective	Individual
3. Management structure	Non-standard, flexible	severely formalized
4. Nature of control	Collective	Individual control of the head
5. Organization of control	Soft informal control	Clearly formalized rigid control procedure
6. Evaluation of the performance of the head	Slow worker performance appraisal and career growth	Quick assessment of the result and accelerated promotion
7. Evaluation of the qualities of a leader	Ability to coordinate and control	Professionalism and initiative
	Orientation of management to the group, increased attention to the person	Orientation of management to individual, attention to the person as a performer
9. Evaluation of personnel performance	Achieving a collective result	Achieving individual results
10. Relations with subordinates	Personal informal relationships	formal relationship
11. Career	Promotion based on age, length of service and loyalty to the firm	Business career is predetermined by personal achievements
12. Leadership training	Training of universal leaders	Training of highly specialized managers
13. Pay	Remuneration according to the performance of the group, experience	Remuneration for individual achievements
14. Duration of employment in the company	Long-term employment of the head of the company, lifetime employment	Employment on a contract basis, contractual basis, short-term employment
15. General principle of management	"Bottom-Up"	"Top-Bottom"
16. Staffing	Lack of clearly defined roles and tasks within the organization	Functional subordination and clear boundaries of authority
17. Professional development	On the job (in the workplace)	Separated, for special training programs

The table shows a comparison of Japanese and American management models, which makes it possible to highlight the advantages and disadvantages of each of them.

Another major difference lies in the organization of management itself. At American enterprises, official and production duties are strictly separated, and a higher person controls their use, therefore, a limited range of issues that they are entrusted with are in the field of view of workers and employees. At Japanese enterprises, the personnel who constantly improve their skills are responsible for many important issues of production activities. Thus, government in the US is "hierarchical" while in Japan it is "universal."

In the short term, the Japanese management system loses out to the American one due to the great complexity of decision-making and the large amount of time and money spent on training personnel at all levels. But in the long run, it increases the efficiency of production, because it stimulates the participation of workers in management and increases their responsibility and interest in the affairs of the company.

Scrap rate* and breakdown rate of Japanese cars, televisions, integrated circuits, and other products in ten seconds once again lower than Western products. A comparison of these two concepts testifies to the "myopia" of American installations "(Table 1.3). For example, the reconstruction of a production system or production unit in order to improve quality leads to a short-term increase in production costs, but in the long term, on the contrary, reduces them.

A comparison of Japanese and American management models shows that one management model cannot be transferred to the economy of another country without taking into account its specific conditions and, above all, psychological and socio-cultural factors.

However, the comparison of models is of considerable interest to us, since the formation of a domestic management model requires studying the experience of other countries.

2 Features of the Japanese management model

Over the past two decades, Japan has taken a leading position in the world market. It accounts for 44.5% total cost shares of all countries of the world. And despite the fact that the population of Japan is only 2% of the world's population.

One of the main reasons for Japan's rapid success is its human-centered management model. For the entire period historical development in Japan, certain methods of work and behavior have developed that correspond to the specific features of the national character.

The Japanese consider their human resources to be the main wealth of the country. The Japanese economic system is based on historically established traditions of group cohesion and the innate aspiration of the Japanese to create high-quality products.

The essence of Japanese management is the management of people. At the same time, the Japanese do not consider one person (personality), like Americans, but a group of people. In addition, Japan has developed a tradition of submission to the elder, whose position is approved by the group.

It is known that human behavior is determined by its needs. At the same time, the Japanese put social needs above others (belonging to a social group, the place of an employee in a group, the attention and respect of others). Therefore, they perceive remuneration for work (incentives) through the prism of social needs, although in Lately Japanese management has absorbed some of the motivational concepts of American management, focused on the psychology of the individual. This found expression in the fact that the need for personal consumption began to be recognized. The Japanese began to purchase consumer goods in large quantities.

The Japanese worship hard work. In the hierarchy of values of the Japanese people, work comes first. The Japanese are satisfied with a job well done. Therefore, they are willing to endure strict discipline, high rhythm of work, great intensity of work and overtime work. The departure from established habits makes them dissatisfied. In Japanese factories, workers work in groups, work together, and support each other.

The Japanese model of management is focused on the “social man”, the concept of which was put forward by the “school of human relations” that emerged in the United States, which replaced Taylorism, which put the material demands and incentives of the “economic man” at the forefront. " social man"has a specific system of incentives and motives. Incentives include wages, working conditions, leadership style, interpersonal relationships between employees. The motives for work are the labor successes of the employee, recognition of his merits, career growth, professional excellence, the degree of delegated responsibility, and creativity. However, the attitude of the Japanese to the concept of "social person" is more flexible than the Americans.

The Japanese take into account the current situation and adapt to it. Unlike workers in other countries, the Japanese do not strive for the unconditional implementation of rules, instructions and promises. From their point of view, the manager's behavior and decision-making depends entirely on the situation. The main thing in the managerial process is the study of the nuances of the situation, which allow the manager to make the right decision. The Japanese build relationships with their partners on the basis of trust.

Before the development of the capitalist mode of production in Japan, it was characterized by egalitarian remuneration for labor, which arose in the rural community and left a deep mark on the Japanese national character. The formation of machine production required the development of a system of labor motivation, taking into account the existing desire of workers for equalization and the personal contribution of each of them. The way out was found in the development of a system of remuneration of workers by length of service. When hiring employees, they are set the same amount of remuneration, which subsequently increases depending on the length of service at the given enterprise.

The strongest motivator in Japan is the "corporate spirit" of the firm, which refers to merging with the firm and devotion to its ideals. The "corporate spirit" of the company is based on the psychology of the group, which puts the interests of the group above personal interests individual workers.

Japanese management pays special attention to the self-consciousness of workers. The dominant operating principle of Japanese companies is the use of "slogan tactics" to increase discipline. This position is quite understandable: on the one hand, each subordinate is an individual and has the right to make mistakes, on the other hand, the correct personnel policy when hiring, he “will not allow” an unscrupulous employee into the company, since the one who hired him is fully responsible for him. Human resource management becomes a strategic factor due to the need to guarantee lifetime employment.

The main features of the Japanese management system are determined by a number of concepts. The most important of these are the system of lifetime employment and the process of collective decision-making.

Japanese society is homogeneous and imbued with the spirit of collectivism. The Japanese always think in terms of groups. A person is aware of himself, first of all, as a member of a group, and his individuality - as an individuality of a part of the whole. The guiding principle of Japanese management is in agreement with the statements of Matsushita, who showed that work is a group activity.

In 1947, the entrepreneur, one of the founders of Panasonic, I. Matsushita, founded the creative laboratory Doikai to study new management solutions. In one of the first works of this laboratory, Mr. Matsushita notes:

“Every company, regardless of its size, must have certain goals other than profit, goals that justify its existence. She must have her own calling in this world. If the manager has an understanding of this mission, he is obliged to bring to the consciousness of employees what the company wants to achieve, indicate its ideals. And if his subordinates realize that they work not only for their daily bread, they will receive an incentive to work harder. joint work in the name of achievement common purpose» .

The same idea is expressed in a paper published in 1956:
“The actions of a manager in a modern corporation go far beyond making a profit. From a moral as well as a practical point of view, it is vital that managers strive to produce the highest quality products at the lowest prices by using productive potential in accordance with the general interests of the economy and for the improvement of the welfare of the whole society. There is no doubt that the responsibility of the manager to society is an important lever that develops the management system in the direction of the goals set.

The change in management methods in Japan today is characterized by an increase in the freedom to choose concepts for creating optimal systems, however, at the same time traditional methods controls are not forgotten. The desire for change, based on respect for national spiritual values, is clearly demonstrated in the following statement by one of the most prominent entrepreneurs in Japan, S. Honda: “He who is the head of an organization must, first of all, make his management comprehensively justified. This means that he must perfectly understand the goals of the activities of his organization, justify its policies and create plans for achieving the set goals in such a way that his subordinates work with self-esteem and get job satisfaction. In order to develop a way of thinking that would push subordinates to achieve their goals in any conditions, the leader must have a theoretically strong and practically applicable concept.

Quality management occupies a central place in the operational management of Japanese management. The basis of the Japanese product quality management system is the concept of "total" quality control within the company, which has acquired the status of a religion. Quality control covers all stages of production. All employees of the company are involved in the control system, including the secretary and the typist. All employees of the company are responsible for quality, therefore they do not look for specific culprits of marriage and defects. In Japan, the services involved in product quality control perform only advisory functions. Each employee can stop the conveyor if a marriage has started.

Economy and frugality are hallmarks of the Japanese character. Savings slogans can be found at every Japanese enterprise. The requirements of economy and thrift are directly related to the production of high-quality products.

The conclusions that can be drawn, considering the Japanese system of government, are as follows:

People get satisfaction from dependence, determined by close vertical connection in the structure of the team, which is perceived as a guarantee of security and safety;

The main task of the manager is to support the corporate spirit in the team, uniting employees with common interests and understanding the common goals of work;

When a group decision-making environment is created, all team members can contribute to the achievement of the goal to the best of their abilities.

The challenge thrown by Japan in the late 70s - early 80s. throughout the Western world, indicates the presence of a number of advantages of the Japanese management model compared to the American one.

3 Comparative analysis of Japanese and American management models

Table 1

	Japanese model	American model

1.Philosophy of the company	With the change of leadership, the philosophy does not change. Personnel remain, as the system of "lifetime employment" operates.	The replacement of the company's management is accompanied by a change of employees and workers.
2. Goals of the firm	Ensuring the growth of profits and welfare of all employees of the company	Growth of company profits and dividends of individual investors
3. Organizational structure of management	The firm consists of commercially autonomous divisions. The role of functional services in headquarters is high. Use of project management structures.	The corporation consists of autonomous departments. Use of matrix control structures.
4. Recruitment and personnel policy	The work of graduates of universities and schools is widely used. Retraining and training within the company, on the job Promotion based on length of service. Remuneration of labor depending on age and length of service in the company (the so-called equalizing salary).	Hiring workers in the labor market of universities and schools through a network of universities, business schools, etc. Focus on an individual, personal career. When hiring an employee, his compliance with the vacant position is checked using methods such as competition, assessment of knowledge, skills in special “assessment centers”, passing exams for the position. Individual assessment and certification of employees.

		Remuneration depending on the individual results and merits of the employee.
5. Organization of production and labor	The main attention is paid to the workshop - the lower level of production. The work of quality groups (circles) and the implementation of strict quality control at all stages of the production process by all employees of the company. Responsibilities among employees are not strictly distributed. Workers perform different kinds work depending on the situation; motto - "act according to the situation."	The focus is not on production, but on adaptation with the external environment. Employees perform work on the basis of clear execution job descriptions. Salary rates are strictly defined depending on the position, work performed and qualifications. Salary is set in accordance with supply and demand in the labor market.
6. Incentives for employees	With a favorable financial situation, bonuses are paid twice a year (each time two to three monthly salaries). Payments and benefits from social funds: partial or full payment of funds: partial or full payment for housing, medical insurance and maintenance costs, contributions to pension funds, transportation to work by company transport, organization of collective recreation, etc.	Employee incentives are significantly lower than in Japan, although the income of the president of a large American corporation is, on average, three times higher than that of the president of a Japanese firm.

7. Internal planning	Intracompany offices have plans for three years, including investment policy and implementation activities new technology, as well as long-term plans for 10-15 years. Plans are developed according to the principle of rolling planning by the departments of the company. The division plan shows the volume of production, the number of products in physical terms, profit, staffing, list of suppliers.	The planning process is decentralized. The main financial indicators, production, marketing and R&D costs are planned for the departments, which can be adjusted during the year. For each new type of product, "strategic economic centers (SHC)" are used.
8. financial policy	Part of the profit of the branch (up to 40%) is used by it independently. The profit is directed to the rationalization of production, to the reduction of material costs and the introduction of new resource-saving technologies, to the modernization of equipment. Widespread borrowing.	The administration of the firm redistributes profits between departments. Expansion of production through the purchase (acquisition, merger) of other corporations. Self-financed corporations

Japanese relatively simple mechanism ...

Comparative analysis Japanese And American management (1)

Abstract >> Management

Comparative analysis Japanese And American management... sites and positions. Comparative characteristic Japanese And American models management № Japanese model management American model management 1. Management decisions...

For clarity, comparative characteristics of the Japanese and American models can be represented by the following diagram (Table 7.2.).

American industry has seen a steady increase in productivity over a long period. For 20 years after the Second World War, the increase in labor productivity was 3% annually, that is, 0.6-0.8% more than in Japan, England, Germany. In 1960 95% of automobiles, steel and consumer electronics in the American markets were produced in the USA, and American business had 25% of the world market for industrial products.

Suddenly, the picture of the global economy and leadership in labor productivity changed dramatically. SinceFrom 1973 to 1983, US productivity growth fell by about 0.4% per year. In 1979 the performance drop was actually already 2%. The share of US exports in the world market fell by 11%. Even more puzzling was the fact that the share of American industry in domestic market automobiles fell to 79%, steel - to 86%, and consumer electronics - to 50%. In terms of labor productivity growth, the United States has lagged behind many trading partners and competitors. In Japan, the growth of labor productivity was significantly higher than the world average. The same trend continued into the 1980s. However, in 1983 this trend reversed.

The first reaction of American managers to the loss of productivity and the loss of markets was to blame them.

Table 7.2.

Comparative characteristics of Japanese and American models

Japanese management model

American management model

1. Management decisions are made collectively on the basis of unanimity

2. Collective responsibility

3. Non-standard, flexible management structure

4. Informal organization of control

5. Collective control

6. Slow evaluation of the employee's work and promotion

7. The main quality of a leader is skill

to coordinate actions and control

8. Orientation of control to the group

9. Evaluation of management to achieve harmony in the team and the collective result

10. Personal informal relationships with subordinates

11. Promotion by seniority and seniority

12. Training of leaders of a universal type

13. Remuneration of labor according to the performance of the group, seniority, etc.

14. Long-term employment

1. Individual nature of decision-making

2. Individual responsibility

3. Strictly formalized management structure

4. Clearly formalized control procedure

5. Individual control

leader

6. Quick assessment of the result of labor,

accelerated promotion

7. The main quality of a leader is

professionalism
8. Orientation of management to an individual

9. Evaluation of management by individual result
10. Formal relationship with subordinates

11. Business career is driven by personal results.

12. Training of highly specialized managers

13. Remuneration based on individual achievements
14. Hiring for a short period

Japan, they believed, was unfairly competitive because labor was cheap and the government provided subsidies; excessive government regulation undermines American industry; unions have too many rights; inflation; rising energy prices. There was some truth in these statements. But with careful and careful study of the problems were revealed Interesting Facts. For example, the situation with the cost of energy, government regulation, cost work force in American industry turned out to be less onerous than that of foreign partners. There was absolutely no acceptance of the fact that American consumers are buying Japanese cars and electronics not because they are cheaper, but because they are better. Analysis of the situation revealed unusual facts. Many of the Japanese innovation methods are adaptations of ideas taken from old management textbooks. So robotics was available to any American firm that wanted to implement it, but the Japanese industry used it better.

In addition, it was found that Japanese industry had an important advantage over many branches of American industry: the approach of Japanese leaders to management issues was much broader. Unlike their American counterparts, Japanese managers are not looking for quick fixes for falling output and profits. They are well aware that an increase in production alone does not increase productivity and that quality is no less important. In addition, Japanese managers did not develop measures to increase productivity for behind closed doors offices and did not "dump" them on the heads of unsuspecting workers. They carefully implemented carefully planned changes.

The reason for Japan's leading role in productivity and the key to increasing it in US manufacturing is no mystical secret. There is only one reason - good management. Man, with his weaknesses and opportunities, was placed at the very center of the management concept. Back in the 1930s, K. Matsushita realized the need for a deep, comprehensive study of all the subtleties of treating a person as a key element of the economic mechanism, but a fragile, relatively unreliable element that requires impeccably well-functioning managerial control. Thanks to his ideas, a strictly hierarchical triad of priorities has developed in the Japanese management system - people, finance, technology.

A true leader sees the organization as a system of interdependent elements, the very survival or success of which depends on continuous interaction with a dynamic external environment. A good leader knows that due to the high degree of interdependence of the elements of the organization, as well as the organization as a whole and external environment problems rarely have a simple and quick solution. Like all other important organizational issues, future productivity improvement requires a comprehensive approach.

At the American School of Management, management training can be conducted through lectures, small group discussions, case studies, literature readings, business games and role training. Variants of these methods are courses and seminars organized annually on management problems. Another widely used method is job rotation. By moving a line manager from department to department for a period of one month to one year, the organization introduces the new leader to many aspects of the activity. As a result, the young manager learns about the problems of various departments, understands the need for coordination, informal organization and the relationship between the goals of various departments. Such knowledge is essential for successful work in higher positions, but are especially useful for managers at lower levels of the management hierarchy.

Japanese organizations resort to rotation much more often than American ones. Professor Ouchi, best-selling author of Theory Z, says, “In Japan, virtually every department has a staff who knows the people, problems, and practices of every part of the organization. When something needs to be coordinated, both sides can understand each other and come to cooperation. Perhaps most important is the fact that each employee knows that throughout his career he will move from one division of the company to another, even located in different geographical locations. In addition, in many Japanese firms, rotation throughout the working life extends to all its employees. An electrical engineer from the design of circuits can be sent to production or assembly, equipment can be transferred every year to new machines or to other departments, managers can be moved to all branches of the business. When people work all the time in one specialty, they tend to form local goals related only to this specialty, and not to the future of the entire company, they do not have that knowledge of people and problems that would allow them to provide effective help to other specialists within your organization”.

The main characteristics of the status of the group in the management system and their use in different cultures national economy is shown in fig. 7.10.

Japan	USA
Group work as a goal	Group work as a means
Way of life	The path to rationalization
natural behavior	Implemented Behavior
Habit	Consciousness
Efficiency	Performance
Quality and/or way to do better	Way to do it cheaper

Rice. 7.10. main characteristics of group status

In accordance with the foregoing, we can state the following differences in the functioning of Japanese and American firms in the economies of their countries:

in a Japanese firm, more than low degree specialization, compared with the American. The American firm strives for efficiency through high specialization and rigid segregation of duties, while the Japanese firm focuses on the ability of groups of workers to independently solve local problems;

in an American firm, the tasks of coordinating and directing production both on the shop floor and inter-shop levels are clearly separated and specialized, while in the Japanese firm, these two tasks tend to be integrated into one. The absence of a centralized service for controlling and distributing the flow of materials between workshops is a distinctive feature of the assembly plant of a Japanese company;

in the American firm the size of remuneration of the worker is defined by a category of a workplace. The Japanese firm is trying to stimulate workers through a wage system that takes into account seniority and merit of the latter; promotion of individual workers on the basis of their individual merits; lump sum payments at the time of retirement (incentive system, united by the concept of "lifetime employment");

in a Japanese firm, the behavior of an employee is formed taking into account the need for its compliance with the long-term orientation of the entire organization. The American firm operates in a social atmosphere that promotes equality. Accordingly, workers here are more mobile, they easily change their place of work in search of better individual opportunities;

the conclusion of a lifetime contract in the Japanese labor market is characterized by a significantly higher uncertainty relative to the theory of full-fledged labor contracts used in the United States. Their duration can be several years, the work itself under such contracts is standardized under the control of the trade union;

the number of management levels in Japanese industry is more than half that in the American one, which is one of the reasons for higher productivity. Thus, in the Japanese automobile industry, there are only five levels of management compared to 11-12 levels of management in the American automobile industry. Thus, good governance is the reason for Japan's leading role in the field of labor productivity;

Japan's leading position in the world economy has been promoted by three important principles of the production strategy: just-in-time production; using the concept of "do it right the first time"; application of the principle of integrated preventive maintenance;

the use by American firms of the "in-line production" system is the most powerful lever for maintaining the American economy in the leading group of the world's economically developed countries;

in Japanese factories, the responsibility for solving production problems is actually on average more than one step lower in the management pyramid than the level of managers with formal power, which is fundamentally different from the situation in American factories;

the degree of "formal" institutionalization of cross-functional relations is higher among American companies, although in other indicators they show a higher degree of hierarchical centralization;

in the United States, the vast majority of collective agreements in the manufacturing industry are reached at the enterprise level, while in Japan agreements at the level of enterprises in one industry are often coordinated by an industry federation of enterprise trade unions.

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STATE BUDGET EDUCATIONAL INSTITUTION OF VOCATIONAL EDUCATION OF THE CITY OF SEVASTOPOL "SEVASTOPOL INDUSTRIAL AND TECHNOLOGICAL COLLEGE NAMED AFTER MARSHAL OF ENGINEERING TROOPS A. V. GELOVANI

"American and Japanese models of management"

Student: Azovskikh Pavel Igorevich

Group MT-41

Teacher: Merezhko Tatyana Alexandrovna

Sevastopol

Introduction.

1. Features of organization management in the American and Japanese models of management.

2. Formation of American management.

3. American model of management.

4. Formation of Japanese management.

5. Japanese model of management.

6. Comparative analysis two management models.

Conclusion.

Bibliography.

INTRODUCTION

Human resource management is one of essential functions management, since man has been and remains the main productive, creative force, despite all the achievements in the field of mechanization and automation.

Scientific and technological progress leads to profound changes in labor methods, which, in turn, requires new forms of organization and management of personnel, directions to improve the efficiency of the use of human resources.

The search for appropriate motivators that would stimulate the purposeful behavior of individuals necessary for the successful functioning of the organization becomes a task of paramount importance.

IN different countries Ah, this task is solved based on the characteristics of the historical, socio-political, scientific and technological development of these countries, as well as the psychological, moral and ethical norms and styles of people's behavior, as well as their upbringing, traditions and foundations.

In the field of management, there are two generally recognized management models: American and Japanese. Japanese and American schools have their own advantages and supporters. However, despite the undeniable success and productive work of each of these models, they have a number of significant differences in the organization of management. It can even be called a collision of two poles, east and west.

1. Features of organization management in the American and Japanese management models

It is generally accepted that national-state and ethnic factors play a decisive role in the formation and functioning of the enterprise culture. An individual from his national culture receives a series of attitudes in the form of fundamental values. G. Hofstede formulated four factorial models of values: individualism - collectivism; large -- small power distance; strong - weak desire to avoid uncertainty; masculinity is femininity. On the basis of various combinations of these models, it is possible to draw up "cultural maps" of different countries and identify which features are compatible and which are fundamentally different. At the same time, there is no need to force members of organizations to revise their value orientations if national characteristics prevail in them.

Culture in US enterprises is associated with the Protestant ethic, in Japan with the Buddhist one.

2. Formation of American management

American management absorbed the foundations of the classical school founded by Henri Fayol. Americans Luther Gyulik and Lindal Urvik did a lot to popularize the main provisions of the classical school. Subsequently, other American authors made many additions, clarifications and changes to the system of management principles. The classical school had a significant influence on the formation of all other areas in American management theory.

Modern American management in the form that has developed at the present time is based on three historical premises:

1. The presence of a market.

2. Industrial way of organizing production.

3. Corporation as the main form of business.

The American economist Robert Heilbroner pointed out three main historical approaches to the distribution of society's resources. These are traditions, orders and the market. The traditional approach refers to the distribution of society's economic resources through established traditions, from one generation to the next. The team approach implies the distribution of resources through orders. The market approach provides for the allocation of resources through the market, without any public intervention. This approach is the most efficient. It is based on the relationship between the seller and the buyer, who independently set prices, product quality requirements, etc. Market relations often require managerial decisions to be made under conditions of uncertainty and risk, which increases the responsibility of managers for their development and adoption.

3. American model of management

On the present stage The American management model is built on the belief that a firm's success is based on factors that lie within its boundaries. Therefore, the firm becomes a closed system. This initial belief predetermines the features American model management.

This approach defines goals and objectives as stable elements that persist over time. The main strategy of firms is continuous growth and specialization of production, therefore, the American model of management is characterized by a mechanism of explicit and constant control.

It also has a high degree of individualism. The freedom of the individual predetermines individual decision-making: the decision made by the leader is in no way subject to discussion and is mandatory for implementation. As a result, there is not collective, but individual responsibility for the results of the work performed. However, despite individualism as the main feature of the model, the attitude towards the employee is differentiated: he is perceived purely as an employee, and not as an individual.

One more important characteristic is that employees lack loyalty to their company, which contributes to high employee turnover. Some of them manage to change up to ten companies during their work. Hiring is made for a relatively short time and everyone knows about it, getting a job.

The American management model is the ideal model for careerists. It ensures the rapid development and promotion of the employee within the company. At the same time, an employee can develop in a specialized way, i.e. build a horizontal career. To this end, a variety of advanced training courses are held at universities and colleges.

4. Formation of Japanese management

Over the past two decades, Japan has taken a leading position in the world market. It accounts for 44.5% of the total value of shares of all countries in the world. And despite the fact that the population of Japan is only 2% of the world's population.

One of the main reasons for Japan's rapid success is its human-centered management model. Over the entire period of historical development in Japan, certain methods of work and behavior have developed that correspond to the specific features of the national character.

The tradition of group cohesion is associated with the occupation of the Japanese in rice sowing, which requires huge labor costs and abundant watering of crops, which was beyond the power of one family. To create artificial reservoirs, people had to unite in groups, artels.

It is known that human behavior is determined by its needs. At the same time, the Japanese put social needs above others (belonging to a social group, the place of an employee in a group, the attention and respect of others). Therefore, they perceive remuneration for work (incentives) through the prism of social needs, although recently Japanese management has absorbed certain motivational concepts of American management focused on the psychology of the individual. This found expression in the fact that the need for personal consumption began to be recognized. The Japanese began to purchase consumer goods in large quantities.

5. Japanese management model

The Japanese management system is one of the most efficient. Her main advantage is her ability to work with people. The Japanese are sure that the main wealth of their country is human resources. Their management system is based on ancient traditions of group cohesion and an innate desire to create products of the highest quality. Japanese management focuses on the group form of labor organization. The mechanism of collective responsibility is used, in which the members of the group participate in making managerial decisions and bear equal responsibility for their implementation. Information about the affairs of the company, its plans is communicated to all employees. Active involvement (on a voluntary basis) of employees in solving technological and economic problems is practiced.

Among the distinguishing features of the Japanese character, psychologists distinguish, first of all, innate economy and thrift. Slogans about economy and frugality are found in Japan at every step, since in the minds of the Japanese, the release of high-quality products is directly related to economy and thrift.

In addition, in Japan there is a tradition of unquestioning obedience to the elder, which is widely used not only within families, but also in production groups.

The Japanese worship hard work. In the hierarchy of values of the Japanese people, work comes first. The Japanese experience sincere satisfaction from a job well done. Therefore, strict discipline, a high rhythm of work and the intensity of work do not have such a destructive effect on them as they do on Americans or Europeans. For them, this is one of the traditions that they must strictly follow. All employees work in teams and support each other in their work.

The Japanese build relationships with partners on the basis of trust.

There are six characteristic features Japanese management:

1. Job security and creating an environment of trust. Stability serves as an incentive for workers and employees, it strengthens the sense of corporate community, harmonizes the relationship of ordinary employees with management. Freed from the oppressive threat of layoffs and with a real opportunity to advance vertically, workers are motivated to strengthen their sense of community with the company. Job security in Japan is provided by a lifetime employment system, a phenomenon that is unique and largely incomprehensible to the European way of thinking.

2. Publicity and values of the corporation. All levels of management and workers enjoy common base information about the policy and activities of the firm. The Japanese management system also tries to create a common understanding of corporate values for all employees of the company, such as the priority of quality service, services for the consumer, cooperation between workers and administration, cooperation and interaction between departments. Management strives to constantly inculcate and maintain corporate values at all levels.

3. Management based on information. Collecting data and using it systematically to improve economic efficiency production and quality characteristics of products is given special meaning. Executives review revenue lines, output, quality, and gross receipts monthly to see if the numbers are meeting targets and to see early challenges ahead.

4. Quality-oriented management. Presidents of firms and management companies in Japanese enterprises often talk about the need for quality control. The personal pride of the manager lies in consolidating efforts to control quality and, as a result, in the work of the production site entrusted to him with the highest quality.

5. The constant presence of management in production. In order to quickly deal with difficulties and to help solve problems as they arise, the Japanese often place management personnel right in industrial premises. As each problem is solved, small innovations are introduced, resulting in an accumulation of additional innovations.

6. Maintaining cleanliness and order. One of the essential factors for the high quality of Japanese goods is cleanliness and order in production.

In general, Japanese management is distinguished by an emphasis on improving human relations: coherence, group orientation, moral character employees, employment stability and harmonization of relations between workers and managers.

american japanese management management

6. Comparative analysis of two management models

In their pure form, the models are very different. So, for the American, an individual way of making decisions is characteristic, and for the Japanese, a collective way. Responsibility has the same features. In American companies, the management structure and control procedures are strictly formalized and even unified, while Japanese companies prefer to build a management structure more adapted to their needs. Employees in American companies develop formal relationships with managers, while in Japanese companies preference is given to informal relationships.

American managers are personality-oriented and evaluate individual results, while Japanese managers tend to organize group work and achieve harmony in the team.

The terms of employment of managers and their professional quality: Japanese executives are hired for a long period of time (most often for life) and are generalists, while American ones are hired for a short period and have a narrow specialization.

Features of the Japanese model:

1. Management decisions are made collectively on the principle of unanimity.

2. The form of responsibility is collective.

3. Non-standard flexible control system.

4. Control is poorly formalized, collective methods of control are used.

5. Evaluation of work and career growth is carried out slowly, career growth is tied to age and length of service.

6. The main quality of a leader is the ability to control and coordinate subordinates.

7. Labor is paid according to the performance of the group and length of service.

8. Weak specialization of managers.

Features of the American model:

1. Individual nature of decision-making.

2. Individual form of responsibility.

3. Strictly formalized control system.

4. Individual and clearly formalized control.

5. Quick assessment of the result and a sharp promotion. Business career depends on personal results. Hiring is short term.

6. The main qualities of a leader are professionalism and initiative.

7. Work is paid according to individual achievements.

8. Very narrow specialization of managers.

Let's give a comparative description of the Japanese and American models of management in the table.

Characteristics
	Japanese management model	American management model
Dominant qualities of a business person	Ability to work in a "team", orientation to the team, refusal to stick out one's own "I", unwillingness to take risks	Rejection of individualism, the transition to collective forms, the pursuit of thoughtful risk
Criteria for promotion	Life experience, good knowledge of production. Slow promotion	High qualification, ability to learn. The job transition is fast.
Professional Competence	Generalists, special requirements and forms of advanced training: mandatory retraining; rotation of the place of work (position); written performance reports.	The trend of transition from narrow specialization to mastering several related specialties. Traditional forms of training and advanced training.
Decision making process	Bottom-up, decision-making by consensus; The decision is taken for a long time, implemented quickly.	From top to bottom, the individuality of decision making by the manager; accepted quickly, implemented slowly.
The attitude of employees towards the firm and work	Hiring for life, moving to another firm is considered unethical. The main motives for the behavior of employees are characterized by social psychological factors(feeling of belonging to a team, etc.).	Short-term employment, frequent job changes depending on wealth. The main motive is economic factors (money).
Character holding innovation	Evolutionary way	in a revolutionary way
Form of business relationship	Personal contacts based on mutual trust	Contracts

CONCLUSION

In the work, an analysis of various control systems, in particular American and especially Japanese, was carried out. Learning from best practices is very essential and urgent task. However, in a comparative analysis of any control systems, it must be borne in mind that the purely mechanical application of a particular control system does not yet guarantee high efficiency. The effectiveness of a production organization is determined not so much by the use of a particular management system, but by how its elements are adapted to the production and market conditions in which the organization operates. This approach implies the need to analyze any system or management style in close relation to the specific internal and external economic conditions in which a given production organization operates.

The study of effective methods in personnel management gives us a wide opportunity to apply them, subject to their adaptation to the specific conditions of the organization, thereby contributing to the most advanced and effective development management systems.

However, a comparison of these two models is of considerable interest to us, since the formation of a domestic management model requires studying the experience of other countries.

BIBLIOGRAPHY

1. Andreeva G.M. Social Psychology and management models. - M.: Aspect press, 1998. - 303 p.

2. Grayson D., O "Dell K. American management on the threshold of the XXI century. - M.: Economics, 1991. -436 p.

3. Demchenko A.I. Possibilities of management // Issues of management. - 1996. - No. 7. - P.10 - 13.

4. Erasov B.S. Management: Textbook. - M: Aspect press, 1997.- 233 p.

5. Razumova E.D. Production management models. - M.: Olimp, 2003. - 419 p.

6. Semenova I.I. History of Management: Textbook for High Schools. - M.: UNITI-DANA, 2000. - 222 p.

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Comparison of American and Japanese models of management. Comparative analysis of American and Japanese models of management

Comparative analysis Japanese And American management (1)

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