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International Management - Rodchenko VV

management style

K. Matsushita in its business activity has put forward a number of management principles, ensures a high profit. Chief among them was that of a skilled human resource management. A man with his weaknesses and opportunities placed them at the center of management concept. Perhaps like no other in Japan, K. Matsushita realized the need for in-depth, comprehensive study of all the details of the treatment of the person as a key element of the economic mechanism, but fragile element, relatively fragile, requiring impeccably well-functioning management control.

Back in the 30s of XX century., When his company "Matsushita Denki", there were about 1,600 employees, it has attracted the attention of Japanese businessmen to the "human factor". Thanks to his ideas developed strictly hierarchical triad of priorities in the Japanese management system - people, finances, technology. The superficial observer, for the first time attending the Japanese firm pays attention primarily on technology. He sees in it the root cause of success. However, it is misleading, though, of course, in the current conditions it is impossible to do without first-class equipment and technology. In fact, technology occupies a subordinate position, and in the first place - the staff. It has always valued its role K. Matsushita, since it is now evaluated all the Japanese businessmen.

Even at the dawn of its activities K. Matsushita seriously studied the problem of centralization and decentralization of management relations, take concrete measures to find the optimum. In principle, he believed the problem insoluble and vigorously opposed the excessive bias in one direction or another. The concept K. Matsushita centralization and decentralization present in the management of the company on a parity basis, highlighting the role depending on the situation. Thus, at the stage of post-war reconstruction of the Japanese economy (1945-1954 gg.), He favored centralization. The company, according to him, was in need of strong leadership, and the central headquarters assumed the care of just about all the details of corporate life. When the economy has left behind the pre-war borders and the company started the development of foreign markets (1955-1960 gg.), K. Matsushita went on broad decentralization, which provided opportunities bold maneuver people, resources and products. In the aftermath of the oil crisis (1973), K. Matsushita began again to strengthen the centralized beginning.

Facts clearly show that K. Matsushita has consistently and categorically refused to see in the organizational structure of the company some time and frozen forever education. Any link it has always been open to adjustment. In 1959, for example, he established a completely new for the central office of the main company board, which in addition it included two more members. One of them was entrusted daily operations and transactions in the domestic market, the second - the financial operations and operations in foreign markets. Board members enjoyed full freedom of action. K. Matsushita himself engaged in long-term planning and, sometimes staying in the shadows, watching keenly the activities of the company, and every time in difficult situations "rose at the helm."

Management style K. Matsushita is clearly characterized by the following features.

1. Active in learning about the state of affairs in all the departments of the company, with the functioning of all its services. Thoroughly familiar with the documentation, which determines the position of the individual elements of the organizational structure, meetings and telephone conversations with their heads allowed K. Matsushita always be aware of all the events. Insatiable demand president's information managers reliably insured by turning them into desk workers, encouraged by personal presence in "hot spots" of production. To be in the office and watch the "battlefield" could only K. Matsushita itself, although he has always struggled on the "cutting edge". Here he formulated line of conduct manager: "When you have a subordinate 100 people, you should always be among them when the 1000 - can take place in the center, if you lead 10000, whether at a certain distance, but there, where all is clear ".

2. The persistent desire to ensure that the company's employees to improve their professional skills. As evidenced by one of the staff K. Matsushita, all communication with managers, he subordinated the development of outstanding abilities in ordinary people. In pursuing this goal, he was guided by the principles of the Japanese folk pedagogy, proclaiming that perseverance and hard work over itself always lead to success.

3. Vigorous promotion initiatives. Without initiative, I thought K. Matsushita, can not in the present conditions to manage production. He tried to get rid of those who are always waiting for clues or instructions.

4. All-round promotion of debate among managers with respect to finding the best possible solution. At the same time K. Matsushita saw to it that the discussion did not violate the norms of Japanese family ethics: "Husband and wife arguing not to disperse, and to find as many points of convergence as possible."

It seems that K. Matsushita implemented in their company-specific philosophy of education workers of spiritual values ​​that has spread, in fact, all over the country. This is largely due to the fact that the content of the philosophy of this deep national, and is closely related to traditional religious and ideological systems.

The system of training of employees in the company "Matsushita Denki" develops, vo-pervyh of vocational training and vo-vtoryh - assimilation of the corporate code of conduct for special classes where they are told: "If you made a random error, the firm will forgive you. If you stepped on firm moral code, you can not be forgiven. "

The Code of Conduct is intended primarily for psychological conditioning worker. K. Matsushita believed that managers at all levels are required to not only understand its meaning for themselves, but also to introduce his ideas in the minds of employees. An employee of the company, sincerely embraced these ideas, capable to convince K. Matsushita-you, the maximum trudootdachu on the manifestation of purposeful initiative, without waiting for orders from above.

The practice of governance in Japanese firms confirmed that they are willing to borrow the philosophy of K. Matsushita, develop at similar codes, use a similar system of education personnel. One of the directors of the company "Matsushita Dan ki" says: "The popularity of this philosophy because it allows you to successfully combine Western rationalism and irrationalism of the East".

Since its inception, K. Matsushita learned that the price of any company equal to the price of its "human factor". Organization he represented in the form of barrels stuffed her hoops: without hoops keg leaking without mobilized properly "human factor" organization falls apart.

A huge role in this mobilization, bringing together workers is considered a two-pronged system of their training. The second aspect of this training (Training) is an entire industry of industrial education.
So, all the experts are starting from the ground up, performing for six months the duties of ordinary employees, then undergo training for their positions. With a view to maximizing the level of competence of workers to maintain and develop in them a sense of ownership of the company as a whole, activating their inherent creativity is continuously rotated. The company "Matsushita Denki" each year 5% of employees "being transferred" from one profile to another work. As for the managers, this figure reaches 1/3 of their population. As a result, over time, most of the staff is trained to work in almost all major specialties needed company. Analysis of the results of rotation facilitates the solution to the problem of effective placement, which K. Matsushita attached paramount importance. "Put the man in his place - he said - means to get the most out of it."

Some observers, Explore "on the run" with human resource management practices in the company "Matsushita Denki" skeptical about the philosophy of education is embedded. However, the stimulating potential of this philosophy is so strong that he felt not only the rank and file workers and managers of the Japanese, but also foreigners.

As a co-founder of the car company "Honda" said Japanese and American management styles are similar to the 95%, but 5% of those on which they differ from each other, deal with the most important aspects of management. If US managers pay the main attention to the technical aspects of the organization of production, the Japanese - the formation of the desired attitude among workers. The Japanese company aims to create a specific atmosphere for employees, in which they would feel secure and nurture capable realize their life goals.

Japanese managers understand management as an activity that is closely associated with the ordering of human behavior. For management is a continuous process of work among their subordinates who, in fact, has no time limits, since, according to Japanese standards, there is no limit for improvement, because one can not think of the possibility of stopping on the way to achieve the ideal.

Style of thinking managers - category complex, difficult to comprehensive characterization. Its manifestations are very diverse and, of course, very different from each other in a tangible. In the Japanese style of management thinking very clearly expressed in the order of their decision-making.

At first glance, the order of the unremarkable - it includes all the classic procedure consists of the following logical steps:

1) formulation of the problem;

2) its analysis;

3) identify possible solutions;

4) Selection of a particular way;

5) tasking performers.

But this similarity hides very important differences. Their essence is that the decision-making procedure in Japanese firms is based on traditional principles. We are primarily talking about gruppizme. Groups exist in any ethnic group, but Japan is exceptionally high degree of cohesion. We have already mentioned that for many centuries in the minds of the Japanese introduced the idea of ​​the necessity of belonging to a group of selfless devotion to her completely dependent on it, until the dissolution in it of their own individual start.

As already noted, the strength of their group identification provides insight into the fact that they themselves perceive primarily from the point of view of interest groups pushing their own interests to second place.

It should therefore remember that even his own "I" in Japanese is shown not as the Europeans. This specificity can be seen clearly in the process of communication. The pronoun "I" in the Japanese language has several varieties, which are used depending on the situation, sex, age and social status of communicating. The inherent tendency of the Japanese "sink" in the group shown in the use of a number of impersonal or indefinite-personal stamps. The Japanese will apply in a conversation a whole lot of punches, so as not to identify his "I".

Domination gruppizma determines the nature of the decisions. It is obvious that they should be as muted touch of individuality, neutrality with regard to private interests should be combined with the most accurate and complete incarnation of collective interests.

Gruppizm and provides "the dispersal of responsibility" for the decision. No person preparing his project, nor the person claiming it does not stand out as waiting laurels or punishment. But this is not an indicator of "lack of personal responsibility." Full responsibility for the decision bears the artist.

Gruppizma In addition to the decision-making process in Japan affects another traditional principle - achieving universal consent (consensus), - which is cultivated for centuries. For the families of the clan type, desperately fighting for its existence, it is, of course, it was of great importance.

The fact that a broad involvement of stakeholders to discuss the proposed solutions, efforts to achieve the consent of participants in the discussion with these solutions allow to speak about the third (albeit illusory) principle, the process of decision - oriented management from the bottom up. It was recorded in a route of movement of the draft decision. In fact, the formal management of the firm at the beginning raises only general considerations, ie. E., Together with the specialists of the "middle-tier" governance defines the problem in respect of which the decision must be made, and transfers it to the in-depth analysis "down" in section . It is here that the broad participation of competent performers are defined, alternative solutions to the problem. There is the coordination and preparation of the relevant document with the conclusions and proposals. The prepared document is sent and then "up and to the side," interested parties, who are familiar with him, and returned to endorse prepare it section. Head spent the last report and endorsed the document to the supreme leadership, after which it enters into force. The whole procedure of Japanese managers called "rings".

We have every reason to state that provided only that the decision-making process takes place each of the above five logical steps. But the main emphasis in the Japanese practice is made on the choice of solutions to problems and tasking performers, t. E. On the steps, the most active in the implementation of which demonstrate the grassroots administrative units. No wonder we call management uplighting illusory. Higher corporate instance, be limited only to the approval of the decision apparently actually initiated it and are preparing for his strict supervision, intervening at times in the course of approval and authorization. However, psychologically solution for high activity "bottom" is perceived as coming from them.

Multiple print (visa) on the draft decision, which is called "ringise" indicate that the stakeholders familiar with the problem and expressed their opinions. Subsequently, when the decision was no longer required a lot of effort for its popularization and promotion. The need for this removal process of discussion and negotiation. The "rings" the important thing is that even before the decision to implant the details discussed problem in the minds of most officials and specific performers. Channels through which passes "ringise" permeate substantially the entire organization both vertically and horizontally. When "ringise" reaches management, he was "overgrown" a positive opinion of the lower courts and interested parties, and thus the likelihood of disputes and conflicts in the organization is minimized.

If the High Court imposes "ringise" veto, it does it in such a way that all those who prepared the document and put it in a sign of agreement its stamp, "save face." Typically, in such cases the management representative publicly extols "ringise" for the originality and the prospect of the proposals, but said that currently there is no way to implement such a bold initiative. At the same time he added that we should return to it as soon as conditions are ripe necessary.

In Japan, the procedure of "rings" often refers to the manifestation of management "philosophy" that preaches prudence, caution, collective responsibility. Moreover, all those who stand at the helm, see in the "ring" means of maintaining harmony, "world class" organizations.

Many, even the ordinary workers, share this assessment. The hierarchy of construction companies in Japan, a huge load of interpersonal relationships, the traditional respect for elders, to gain a foothold in this trait of national character, as increased sensitivity to the authority, as well as a clear understanding of every Japanese's place in the organization really make the system "rings" effective lever.