Japanese management for a globalized world : the strength of the lean, trusting and outward-looking firm
著者
書誌事項
Japanese management for a globalized world : the strength of the lean, trusting and outward-looking firm
（Palgrave Macmillan Asian business series）
Palgrave Macmillan, c2018
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注記
"This Palgrave Macmillan imprint is published by the registered company Springer Nature Singapore Pte Ltd."--T.p. verso
Includes indexes
内容説明・目次
内容説明
This book provides a comprehensive analysis of the changes that have taken place in the systems and practices of Japanese management over the last quarter century, identifies the positive and useful attributes that ought to be maintained, and clarifies the behavioral principles that form the groundwork of their strengths. Observing the changes in the business environment brought about by the forces of intensifying globalization, the book presents a highly effective management model that builds on the superior aspects of Japanese-style management while overcoming its weaknesses. It is a multi-layered human-resources management model that combines the mutually complementary aspects of the Japanese and Anglo-Saxon systems, incorporating the strengths of both systems. This hybrid model is aimed at increasing workplace motivation, promoting the creation of new value, and enhancing performance and can be used successfully in many countries around the world. It will be of interest to business strategists and consultants, scholars, and entrepreneurs.
目次
Chapter 1: The Competitive Pressures of Globalization and theMotivation Crisis
The Motivation Crisis
The Global Fall in Motivation: Objective Indicators/ Trends to the Present/ Motivation and Economic Growth
Increased Expectations and Workplace Reality
Conclusion
Chapter 2: Japanese Management: Changes and Survivals
What is Japanese Management?
Corporate Practices Supporting Japanese Management/ Origins and Historical Background
Organizational Management: Ideal Types and Current Practice
Personnel and Employment/ Internal Decision-Making
Performance-Based Management
Introduction of the Concept of Job-Based Pay/ Introduction of Performance-Based Management/ Course Correction: The Move to Multi-Layered and Selective Use of Performance-based Management/ Moving toward Mix-and-Match System
Operational Measures to Improve Japanese-Style Personnel Management
Demotion/ Promotion of Non-permanent Employees to Permanent Status and a Shift in Emphasis from Hiring Non-permanent to Permanent Employees
Chapter 3: Intercorporate Networks and Corporate Governance: The Present and Future
The Diversity of Capitalism and Comparative Institutional Analysis
Classifying Different Types of Capitalism/ Two Models of the Market Economy/ Japanese Capitalism: Its Characteristics and Relationship to Other Types of Market Economy
The Fate of the Keiretsu
Characteristics of Japanese Keiretsu/ Keiretsu: Changes Since the Bubble/ What the Future Holds
Corporate Governance
Japanese-style "Insider" Corporate Governance/ Changes since the 1990s and Future Changes in Boards of Directors
Chapter 4: Japanese Management: Strengths to Preserve
Social Capital and Japanese Management
Japanese Organizations and the "Ie" System/ Social Capital and the Development of Corporations/ Inward- and Outward-Oriented Social Capital
The Organizing Principles of Japanese Corporations: A Combination of Collectivism and Rationality
The Four Strength of Japanese Management
Trust and the Norms of Reciprocity/ The Human Relations Approach that Satisfies Employees' Social Needs/ Egalitarianism and On-site Management/ Innovation Advantage
Conclusion
Chapter 5: International Transferability and Adaptability
Lean Production System and Its Expansion Overseas
Japanese Manufacturers' Experience of Success/ A New Evaluation of Lean Production
The Human Side of Lean Production: Reconciling Human Needs and Efficiency
Employment Security and a Lean Workforce/ Trusting Management and Care
ful Recruitment/ Avoiding Team Rivalries and Antagonism Between Teams and Management/ Incentives/ Coping with Boredom/ Community Spirit, Family-like Consideration, and Relationships of Trust
Global Adaptability of the Lean Production System
Chapter 6: A Hybrid Model of Human Resource Management
The Multi-Layered Hybrid Model: Combining the Best of the Anglo-Saxon and
Japanese Model
Executives/ Gold-Collar Employees/ Blue-Collar, Clerical (Lower-level White-Collar), and Service Employees [Permanent Employees]/ Blue-Collar, Clerical (Lower-level White-Collar), and Service Employees [Non-permanent Employees]
Conclusion
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