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Has Japanese style of management worked in the UK in the past 15 years?

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Introduction

Has Japanese style of management worked in the UK in the past 15 years? By Jason Harrott, Paul Steed, Emma Powell, and Nicholas Dobson Japanese Style Management Characteristics: * Lifetime employment - 'Job for life' * Job protection - employers commit themselves to those who are hardworking * Recruitment - procedures are more rigorous * Training - is a continuous process * Seniority wage principle - employees are paid according to how long they have worked for the company * Single status - 'we are all equal' * Employee involvement - giving employees the opportunity to have a say. * Employee welfare - looking after the welfare of the employees. * Single status - 'we are all equal' * Employee involvement - giving employees the opportunity to have a say. * Employee welfare - looking after the welfare of the employees. Background: "Japan has emerged as one of the economic powers over the last 30 years, and because of this the UK has adopted Japanese style management in a bid to be as successful as Japanese firms, such as Toyota, Nissan and Honda that have become so successful in the UK as a result ...read more.

Middle

* This was possibly one of the reasons why there was such a boom in other UK based firms adopting Japanese management styles * The increase in UK firms adopting Japanese management investment coming into the UK during the 1980's could be attributable the Conservative government of the time, which enforced a low wage policy. Obstacles Facing Japanese Businesses within the UK: * The obstacles which Japanese firms faced within the UK aren't necessarily to do with employees disliking a more stricter management style, but to do with: - inappropriate institutions - unhelpful work traditions - tradition of adversary industrial relations Other Japanese management information: * The classic Japanese practice of management is not democratic participation in decision making compared to most UK firms. * In Japanese management firms the ideas and views of all people involved in the issue, including junior and shop-floor workers are gathered, then the most senior person takes a decision. (this means that even though workers may put forward good ideas, it is the most senior person that makes the final decision) ...read more.

Conclusion

resulting in bankruptcy * To be successful UK firms need to realise that the move from standardisation to flexibility lies at the heart of the problem as well as manager/worker co-operation within the business. * UK firms must construct a more democratic framework in which a two way flow of information exists, and provide greater autonomy for the workforce. * Management must progress beyond the macho techniques displayed by Lucas Electrical. * Any strategy adopted by a business needs to be done in a long-term approach. A one-off approach as shown by Ford will not work * Any organisation contemplating moves towards Japanisation should be using long term time scales to fully utilise the benefits and carry out the desired cultural changes * The most successful companies within the UK are those which nurture and value their employees and so it is important not to be too-strict when adopting this style such as Ford * The adoption of Japanese style production and personnel practices with the aim enhancing competitive advantage should be investigated before being instigated * It is important to remember that Japanese style of management may not be suitable for all UK firms ...read more.

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