Учебно-методическое пособие по развитию навыков профессионального общения. В двух частях. Ч.1: Management. Руденко Т.П - 33 стр.

       12. A second characteristics is based on “consensus opinion” and              21. On the other hand, once agreement is established, it is the
“bottom-up direction”. In Japan great consideration is given to and reli-     Japanese who sometimes wonder at the leisurely pace of execution of
ance placed on the thoughts and opinions of everyone at all levels. This      Westerners. The Japanese are eager for execution and Westerners, per-
is true of corporate enterprises and Government agencies.                     haps, like to take the time for in-depth planning.
       13. To understand this, it is important to realize that Japan is a            22. Now, while Japan’s industry and technology are highly devel-
very densely populated homogeneous country. Moreover, the people are          oped, they have not replaced the fundamental force of human energy and
aware and are articulate. Literacy is almost 100 percent. Problems are        motivation. By that I mean that the Japanese take great pride in doing a
shared. In Japan there is a drive for the group – whether it is family,       job well and getting it done no matter how much time is required.
company, or Government – to act as a unit.                                           23. There is dedication and sense of responsibility which have
       14. Tremendous weight is given to the achievement of solidarity        not been replaced by the machine age. Perhaps we are not so sophisti-
and unanimity. Unilateral decision-making or direction-taking is gener-       cated yet.
ally avoided, or where it does occur for very practical urgent reasons, it           24. In my field – finance and securities – I am often asked by
usually happens along with a sounding out of all concerned.                   Westerners how Nomura Securities has managed to escape the paper
       15. This brings us to the second part of this characteristic. When I   logjam that American brokerage firms have faced. We, too have had
use the term “bottom-up”, I am referring to a style of management –           that problem.
perhaps what you would call keeping your finger on the pulse of the                  25. The Tokyo Stock Exchange often has a turnover of between 200
public, or the labor force, or other audiences.                               or 300 million shares a day. This volume is many times more than that of
       16. The difference is that in Japan we record the pulse and it has     the New York Stock Exchange. How can we possibly handle this load?
real meaning, and it influences the direction finally taken at the top               26. First, we have very advanced computerization. Second, and
regarding a specific important issue. In other words, Western style deci-     most important, the personnel responsible for processing all these trans-
sion-making proceeds predominantly from top management and often              actions stay and stay till all hours until the job is done. And their fami-
does not consult middle management or the worker while in Japan, di-
                                                                              lies understand that this is something that they must do, for the survival
rection can be formulated at the lowest levels, travel upward through an
                                                                              and progress of the company and for their own mutual security as well.
organization and have an impact on the eventual decision. This is “bot-
                                                                                     27. Perhaps in 20 years – or sooner – they will be more Western-
tom-up.”
                                                                              ized and insist on going home at five o’clock. But today, still, most
       17. There is also a characteristics style of communications in Ja-
                                                                              insist on staying untill the job is done. There is concern for quality.
pan that is different from the Western way.
       18. The Japanese business person works to achieve harmony,                    28. This willingness to pitch in is an important aspect of Japanese
even if the deal falls through, and will spend whatever time is necessary     problem-solving, and you find it at every leval.
to determine a “you to you” approach, communicating personal views                   29. Some years ago, the Matsushita company was having a very
only indirectly and with great sensitivity.                                   bad time. Among the many measures taken, Mr. Matsushita, the foun-
       19. This places time in a different perspective. In Japan the West-    der and then chairman, became the manager of the sales department.
ern deadline approach is secondary to a thorough job. Japanese are                   30. Also, when we at Nomura converted to computers about five
thorough in their meetings as well as their production. Thus Americans        years ago, the new system eliminated the jobs of 700 bookkeepers and
are often exasperated by the seemingly endless sequences of meetings          accountants who were using abacuses. We got rid of the abacuses but
in many Japanese businesses.                                                  we did not get rid of the people. We converted our bookkeepers and
       20. But where the American is pressing for a specific decision,        accountants to securities sales people and some of these today are our
the Japanese is trying to formulate a rather broad direction.                 leading sales people.

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