The characteristic features of the Japanese Managerial Model.

Centralized and carefully planned industrial-information economy;

Intensive collaboration between government and business (zaibatsu – big industrial groups);

Life engagement;

Another unique aspect of Japanese management is the system of promotion and reward. An important criterion is seniority. Seniority is determined by the year an employee's class enters the company. Career progression is highly predictable, regulated, and automatic. Compensation for young workers is quite low, but they accept low pay with the understanding that their pay will increase in regular increments and be quite high by retirement. Compensation consists of a wide range of tangible and intangible benefits, including housing assistance, inexpensive vacations, good recreational facilities, and, most important, the availability of low-cost loans for such expenses as housing and a new automobile. Regular pay is often augmented by generous semiannual bonuses. Members of the same graduating class usually start with similar salaries, and salary increases and promotions each year are generally uniform. The purpose is to maintain harmony and avoid stress and jealousy within the group.

Another aspect of Japanese management is the company union, which most regular company employees are obliged to join. The worker do not have a separate skill identification outside of the company. Despite federations of unions at the national level, the union does not exist as an entity separate from, or with an adversarial relationship to, the company. The linking of the company with the worker puts severe limits on independent union action, and the worker does not wish to harm the economic wellbeing of the company. Strikes are rare and usually brief.

Japanese managerial style and decision making in large companies emphasizes the flow of information and initiative from the bottom up, making top management a facilitator rather than the source of authority, while middle management is both the impetus for and the shaper of policy. Consensus is stressed as a way of arriving at decisions, and close attention is paid to workers' well-being. Rather than serve as an important decision maker, the ranking officer of a company has the responsibility of maintaining harmony so that employees can work together. A Japanese chief executive officer is a consensus builder.

A distinctive element of the Japanese management model is the greater role given to workers' knowledge.

MG techniques:

– Job rotation and slow promotion; – Evaluation of attributes and behavior; – Emphasis on work groups; – Open communication;

– Consultative decision making; and concern for employee.

Characteristics of Japanese organizations:

– Lifetime employment; – Slow evaluation and promotion of employees; – Non-specialized career paths; – Implicit control mechanism; – Collective decision making; – Collective responsibility; – And Holistic concern (building a complete relationship between employer and employee, including concerning with employee's non-work, personal and family matters)

44. The characteristic features of the European Managerial Model/Models.

– Recognition of cultural differences in European countries’ business environ­ment, and, what is of utmost importance, ability to make use of them.

– Top managers’ awareness of social responsibility.

– Focus on people and recognition that internal bargaining is equally important as that with external partners. – Long-term thinking focused on financial criteria of the enterprise, social adapta­tion and internal consensus.

Most European countries except the Nordic countries analyzed groups are predominantly male country focusing on the achievement of material on performance as a criterion for promotion and is characterized by low attachment to the organization. With regard to uncertainty avoidance, EU member states record high levels, except the Nordic countries (Sweden, Finland, Denmark) and English countries (Ireland, UK), where the degree of uncertainty avoidance is low and we see a lower level of stress and the manifestation of emotivităţii, considerable tolerance to errors or irregularities, and focus on avoiding conflict.

In the Nordic countries are characterized by femininity, power short distance and low uncertainty avoidance are advantaged management practices and policies concerned with ensuring employee well-being and quality of life, a close collaboration between the employee and manager - practicing the democratic and consultative management style. In terms of power distance dimension, the member countries except the Nordic countries and the English, there is high level, which tilts the balance toward authoritarian and centralized management systems with many hierarchical levels. However the general current trend is flattening the hierarchical ladder of management systems on the European continent.

In Latin countries stability and loyalty to the firm plays an important role (Spain is the European country with the highest proportion of couples owning their own homes – 60%), in Holland is the workforce mobility considerably higher. In Germany is executive mobility basic precondition for career development. National culture determines the perceived role of management. In such a strongly paternalistic society as in Italy, a manager is expected to provide answer for all questions of her subordinates. This is in contrary with countries of the northern Europe, especially Sweden, where the manager would conduct group discussions in view to reach a common solution. Another culturally determined aspect is the perception of time and its influence upon work organization. While Latin nations are considered to be polychromatic, Germans and Nations of northern Europe are strictly monochromatic. That means, Germans are unlikely to perform more activities simultaneously, rather reserving undisturbed period of time to completion of more demanding tasks and respect agreed upon program strictly. On the other hand, in the south of Europe it is considered desirable to be able to switch between more activities, to be latitudinal with regard to time delays and appointments.

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Date: 2016-03-03; view: 1059