The history of Japanese management developed under strong cultural influences and a feudal system. Management practices emphasize lifetime employment, seniority-based promotion, and multi-skilled generalists within large companies. Japanese managers focus on coordinating employees and maintaining harmony to allow highly productive teamwork, rather than being individual leaders. Companies prioritize goals that are significant, durable, and achievable for technology, customers, and employees.

1. History of Japanese Management
• Japan’s culture developed late in Asian terms
and was much influenced by China and later
the West.
• Early in Japan’s history, society was controlled
by a ruling elite of powerful clans.
• The most powerful emerged as a kingly line
and later as the imperial family in Yamato
modern Nara Prefecture or possibly in
northern Kyushu in the third century A.D.

2. • In the late sixteenth century, began a process
of reunification followed by a period of great
stability and peace.
• Japan rebuilt itself based on a new and
earnest desires for peaceful development,
becoming superpower in the second half of
the twentieth century.
• The culture of Japanese management is very
famous in the West.
• Is generally limited to Japan’s large
corporations.

3. • Flagships of the Japanese economy provide their
workers with excellent salaries and working
conditions and secure employment.
• One of the prominent features of Japanese
management is the practice of permanent
employment shushin koyo.(life time employment)
• Permanent employment covers the minority of the
work force that work for the major companies.
• Management trainees, traditionally nearly all of
whom were men, are recruited directly from
colleges when they graduate in the late winter.
• If they survive a six-month probationary period
with the company, are expected to stay with the
companies for their entire working careers.

4. • Employees are not dismissed thereafter on any
grounds, except for serious breaches of ethics.
• Permanent employees are hired as generalist,
not as specialists for specific positions.
• A new worker is not hired because of any
special skill or experience; rather the
individual’s intelligence, educational
background and personal attitudes and
attributes are closely examined.
• On entering a Japanese corporation, the new
employee will train from six to twelve months
in each of the firm’s major offices or divisions.

5. • Thus, within a few years a young employees will
know every facet of company operations,
knowledge which allows companies to be more
productive.
• 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.
• Regular pay is often augmented by generous
semiannual bomuses.

6. • 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.
• During the latter part of workers’ careers,
another weeding takes place, as only the best
workers are selected for accelerated
advancement into upper management.
• Company union is most regular and emplyess are
obliged to join.
• In large companies emphasis is on the flow of
information and initiative.

7. • The ranking officer of a company has the
responsibility of maintaining harmony so that
employees can work together.
• The Japanese tend to see the manager as
more of a coordinator than as a leader and
decision maker.
• The Japanese do not associate the specific
tasks being done by the manager with that
person’s title or salary. Because the concept of
master. They can work as a receptionist one
day, another day as a driver or as an operator.

8. • Involves a positive approach towards the
wholeness and the balance of social and
commercial purpose.
• Effective super ordinate goals(with respect to
the technology, customers and employees)
such as significant, durable, achievable.

9. • Most companies tend to fall in one or more of
the following categories
1. The company as a entity:
• Here the whole organisation is reinforced as
an entity on lives within. The organisation
itself seen is as family.
2. The company’s external markets:
• Here the emphasis is on the value of the
company’s product. The value is quality,
delivery, service and customer’s needs.

10. 3. The Companies internal operation:
• Here it is focused on efficiency, cost, productivity,
inventiveness, problem solving and customer
attention.
4. The company’s Employees:
• Here attention is paid to the needs of groups of
people in reference to their productive function,
human resource systems, growth and
development.
5. The company’s relation to society and the state:
• Here the values, expectations and legal
requirements of the surrounding are explicitly
honored.

11. 6. The Company’s relation to culture:
• Here the underlying beliefs about “the good”
in the culture are honored.