Japanese management philosophies: from the vacuous to the brilliant

Article Abstract:

Japanese management philosophies emerge both out of ancient traditions of thought in Japan and from post-World War II thinking of business elites. Much of what the non-Japanese reading public has encountered about these theories has been either too narrowly focused or downright wrong. In fact, Japanese ideas about organizations and managing run the gamut from the vacuous to the brilliant. The vacuous body of work is part of the nihonjinron, a collection of writings rooted in religious teachings, samurai codes, and European fascist thought. Fortunately, it appears not to be as influential as a brilliant series of related ideas about work, the nature of a company, the use of power by managers, the uses of failure, and the function of work groups. In sum, Japanese management is as much a rational as a cultural phenomenon. (Reprinted by permission of the publisher.)

Methods, Strategic planning (Business)

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Training, continuous improvement, and human relations: the U.S. TWI programs and the Japanese management style

Article Abstract:

W. Edwards Deming, Joseph Juran, and other American experts have rightfully earned a place in history for their significant contributions to the industrial development of Japan. However, the U.S. Training Within Industries (TWI) programs, installed in Japan by the occupation authorities after World War II, may well have been even more influential. At least ten million Japanese managers, supervisors, and workers are graduates of the TWI programs or one of their many derivative courses, which still remain in wide use in Japan. Indeed, a number of management practices thought of as "Japanese" trace their roots to TWI. Japan's TWI experience offers important lessons to countries seeking to boost industrial activity and quality on a national scale. (Reprinted by permission of the publisher.)

History, Employee training

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