Management models in management are given critical importance. It is understood as a body of knowledge about how to build management, how much it affects all the structures and processes of an 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 lies in the symbiosis of the country's culture and the characteristics of its economic development.
The specific features of the Japanese management model provide the basis for experts to assert that this model provides the greatest harmony between production, marketing and finance.
The Japanese management model is a management model with a “human face”, as it uses a holistic approach to the employee at its core. It lies in the fact that the employee is considered holistically: both as an employee and as a person. Human resources are seen as the most valuable resource.
Thanks to this approach, high labor productivity and striking economic development results are ensured: being completely destroyed, the Japanese economy is now one of the most competitive economies in the world. (according to the World Economic Forum)
The management model affects the identification of a person with a company. Japanese employees demonstrate high sacrifice and devotion to the company. Thus, control is only indirect in nature, since high self-commitment stimulates the formation of self-motivation. However, the firms themselves provide incentives to employees. Public recognition of merits, social programs, joint dinners, etc. create an atmosphere for maximum results.
Team cohesion and collective responsibility ensure minimum staff turnover. In the eyes of society, a change of company is seen as a shame: a person who has changed his job loses all privileges and wages, which forces him to start all over again.
The Japanese management model is characterized by lifelong hiring. Such a hiring 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. Career advancement takes place in a specific way. Its frequency ranges from 3 to 7 years. This rather frequent rotation is due to the confidence of the Japanese that a long stay in one position does not create incentives for motivation and the thorough implementation of all duties assigned to the employee. Thus, diversification of skills also takes place, which ensures the formation of a non-specialized career: each worker masters up to five new specialties during his life.
The Japanese management model assumes that continuing education of employees occurs on the job.
The level of wages directly depends on the experience and effectiveness of labor results. Companies provide various benefits and privileges that allow employees to achieve a high level of well-being. An important feature is that the wage gap between the highest echelons of power and newcomers is insignificant: the manager’s salary does not exceed the beginner’s salary more than seven times. And most importantly, the management is not sorry to pay money for the work done.
The Japanese management model made it possible for the country of the rising sun to achieve amazing results in almost all areas.