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Difference between revisions of "Jinmyaku (Japan)"
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| authorofpiece =Sven Horak | | authorofpiece =Sven Horak | ||
| authorinstitution =Department of Management, St John's University, USA | | authorinstitution =Department of Management, St John's University, USA | ||
| authorwebsite =[https://www.stjohns.edu/academics/faculty/sven-horak-phd Profile page at | | authorwebsite =[https://www.stjohns.edu/academics/faculty/sven-horak-phd Profile page at SJU]}} | ||
<big>'''By Sven Horak, Department of Management, St John's University, USA'''</big> | <big>'''By Sven Horak, Department of Management, St John's University, USA'''</big> | ||
[[Category:Redistribution]] | [[Category:Redistribution]] | ||
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The typical flow of communication in Japanese firms (see Figure 1) is characterised by a strong top-down attachment, according to corporate hierarchy, which is determined by seniority. Frequent direct communication with lower ranked employees is encouraged, as is involvement in training activities or employee selection. Top-level managers in Japan are expected to be approachable. Whereas the decision-making process originates at the top of the hierarchy, the bottom-up approach ensures that each employee is involved, informed and able to contribute to the solution. This ensures consensus among employees and is considered to improve the quality of decision-making. It is usual for middle management to formally trigger a decision-making process by circulating a document to be signed (by stamp) by each manager involved (the so-called ‘ringi system’), to show approval. Simultaneously informal discussions take place to exchange ideas, reach consensus and convince others, with the aim of attaining compromise among the decision makers involved (Erez 1992<ref>Erez, M. 1992. 'Interpersonal Communication Systems in Organisations, and their Relationships to Cultural Values, Productivity and Innovation: The Case of Japanese Corporations', Applied Psychology, 41(1): 43–64.</ref>). ''Jinmyaku'' is a precondition for influencing and reaching decisions. In the first instance it is applied internally within a company, however, as private and business spheres are not separate in Japan, ''jinmyaku'' is also part of informal meetings outside of the workplace. Interactions include dinner or drinks meetings, and weekend sporting activities with colleagues, superiors, suppliers, subcontractors and other external stakeholders. | The typical flow of communication in Japanese firms (see Figure 1) is characterised by a strong top-down attachment, according to corporate hierarchy, which is determined by seniority. Frequent direct communication with lower ranked employees is encouraged, as is involvement in training activities or employee selection. Top-level managers in Japan are expected to be approachable. Whereas the decision-making process originates at the top of the hierarchy, the bottom-up approach ensures that each employee is involved, informed and able to contribute to the solution. This ensures consensus among employees and is considered to improve the quality of decision-making. It is usual for middle management to formally trigger a decision-making process by circulating a document to be signed (by stamp) by each manager involved (the so-called ‘ringi system’), to show approval. Simultaneously informal discussions take place to exchange ideas, reach consensus and convince others, with the aim of attaining compromise among the decision makers involved (Erez 1992<ref>Erez, M. 1992. 'Interpersonal Communication Systems in Organisations, and their Relationships to Cultural Values, Productivity and Innovation: The Case of Japanese Corporations', Applied Psychology, 41(1): 43–64.</ref>). ''Jinmyaku'' is a precondition for influencing and reaching decisions. In the first instance it is applied internally within a company, however, as private and business spheres are not separate in Japan, ''jinmyaku'' is also part of informal meetings outside of the workplace. Interactions include dinner or drinks meetings, and weekend sporting activities with colleagues, superiors, suppliers, subcontractors and other external stakeholders. | ||
''Jinmyaku'' is important in an external context, as seen in the practice of former retired government officials becoming managers of large businesses, usually at 55–60 years of age. This practice is common in Japan and is known by the term [[amakudari]] ([天下り] ‘decent from heaven’, derived from ''ama'' meaning heaven and ''kudari'' meaning descending. Through ''amakudari'', the government is able to influence and control decision making within a company; in return the company benefits from close ties to the government through the retired bureaucrats (Kevenhörster et al. 2003<ref>Kevenhörster, P., Pascha, W., Shire, K. 2003. Japan. Wirtschaft Gesellschaft Politik. Opladen: Leske & Budrich.</ref>). This practice has often been associated with corrupt activity as the government-officials-turned-managers help to acquire public contracts, delay inspections and ensure various forms of preferential treatment through their ''jinmyaku'' network within the administration (Suzuki 1989<ref>Suzuki, N. 1989. The Attributes of Japanese CEOs: Can They be Trained?', Journal of Management Development, 8(4): 5–11.</ref>; van Wolferen 1993<ref>Van Wolferen, K. 1993. The Enigma of Japanese Power. Tokyo: Charles E. Tuttle.</ref>). | ''Jinmyaku'' is important in an external context, as seen in the practice of former retired government officials becoming managers of large businesses, usually at 55–60 years of age. This practice is common in Japan and is known by the term [[amakudari]] ([[[天下り]]] ‘decent from heaven’, derived from ''ama'' meaning heaven and ''kudari'' meaning descending. Through ''amakudari'', the government is able to influence and control decision making within a company; in return the company benefits from close ties to the government through the retired bureaucrats (Kevenhörster et al. 2003<ref>Kevenhörster, P., Pascha, W., Shire, K. 2003. Japan. Wirtschaft Gesellschaft Politik. Opladen: Leske & Budrich.</ref>). This practice has often been associated with corrupt activity as the government-officials-turned-managers help to acquire public contracts, delay inspections and ensure various forms of preferential treatment through their ''jinmyaku'' network within the administration (Suzuki 1989<ref>Suzuki, N. 1989. The Attributes of Japanese CEOs: Can They be Trained?', Journal of Management Development, 8(4): 5–11.</ref>; van Wolferen 1993<ref>Van Wolferen, K. 1993. The Enigma of Japanese Power. Tokyo: Charles E. Tuttle.</ref>). | ||
==References== | ==References== | ||