In a short period of 20 or 30 years after the war, Japan has established a world economic and industrial power on the ruins after the war, creating a world-renowned "Japanese miracle". The great success of Japanese enterprises is inseparable from their excellent corporate culture. Li Yining, an economist in China, believes that "if enterprises want to win in the competition, they must comprehensively establish their own image and rely on the support of enterprise culture".
1、 People oriented thought
Corporate culture mainly studies how to give play to, mobilize and stimulate people's potential, creativity and enthusiasm. People are the largest capital of an enterprise. People are the main body of enterprise culture, the creator of enterprise profits, and the executor of enterprise culture. Therefore, people-oriented thinking should be established in the enterprise, and people should be placed in the primary position of the enterprise. The Japanese business community believes that a good enterprise is first and foremost a collective of excellent employees. Toyota said, "Toyota's greatest wealth is not cars, but Toyota's employees.". People are the most important assets of enterprises and the masters of assets, technology, production and other factors. Without talents who work for enterprises, there is no hope for the development of enterprises. Panasonic, for example, believes that talent is the key to its success and its hope. Matsushita Yukiko, the founder, proposed that "creation creates people first", and his business philosophy for people is "using people, cultivating people, and managing people". The person to be trained should have "a sense of social responsibility, actively forge ahead, unite, be familiar with the market and business, and keep the interests and requirements of customers in mind". Japanese enterprises not only attach great importance to the personal development of employees, but also devote themselves to the training and education of employees, improve their skills, and fully provide a stage for employees to show their talents; At the same time, respect employees' personal hobbies, pay attention to employees' welfare, and always try to give employees a sense of security and responsibility. Generally, it is not easy to dismiss employees, encourage employees to "stick to the same principle", provide relatively stable development opportunities for employees, formulate long-term training plans, and take into account the needs of employees' self realization, so that employees can continuously improve their comprehensive quality and ability in the process of serving the enterprise, so as to meet the needs of enterprise development. The people-oriented corporate culture of Japanese enterprises is also reflected in the emphasis on the social welfare of employees. In lifelong employment enterprises, employees' housing, medical care, children's education and other issues can be satisfactorily solved. The enterprise improves the living conditions of employees by building public service facilities such as collective dormitories, sports fields and cultural entertainment rooms. For example, the "smart" dormitory for single employees built by MasterCard automobile company in 1992, which has public facilities such as swimming pool, video room and bar, is very popular with employees. Japanese enterprises implement a five-day working system with 15 paid holidays a year. Japanese enterprises with lifelong employment system will try their best to give employees humane treatment. To establish their loyalty to the enterprise.
2、 Emphasize the management mode of familism
Corporate culture is a part of national culture, and the corporate culture of Japanese familialism is a typical inheritance of Japanese traditional culture. Japanese national culture is deeply influenced by Chinese Confucian culture. At the same time, he is also an agricultural nation with a long-term tradition of familialism, which naturally permeates the culture of enterprises.
In Japan, enterprises are "families". Once employees with lifelong employment system are hired, the company will regard them as family members, formulate training plans for them, and be responsible for them for life. Japanese enterprises and employees seem to be connected by an invisible blood bond, as if living in a family, reflecting a family style everywhere. In a society that forms a weak blood family and depends on the business family, the group consciousness of enterprises exceeds the blood consciousness. As Japanese critics of the workers' movement have described: enterprises are like fathers, trade unions are like mothers, middle-level managers are like brothers in law, and workers are sons who earn money. The family management of Japanese enterprises makes the hierarchy within the enterprise strict, but makes employees have a sense of belonging. Every birthday, wedding anniversary and other festive days, employees will receive "paternalistic" congratulations from enterprise managers. Many enterprises also hold a "year-end celebration" at the end of the year. Employees drink farewell wine together and talk about everything. During off-duty hours, employees of the company entertain each other. This kind of familial management directly brings about the feelings between employees, advocates common values, cultivates employees' sense of teamwork, and makes all employees of the enterprise form a "common interest". The family's parents (business owners) have supreme authority and are the spiritual leaders of the enterprise. They maintain a fatherly image to the members of the enterprise. As family members, employees maintain a deep "blood relationship" with the enterprise. Employees do not hesitate to sacrifice everything for the common interests of the family. Akio Morita of Sony believes that the task of managers is to cultivate a healthy relationship with employees, so that Sony employees with different surnames can establish a sense of Sony family.
3、 Emphasize the concept of social management
The core of the business philosophy of Japanese enterprises is to highlight the social responsibility of enterprises and connect national interests with enterprise benefits. The prosperity of enterprises leads to the prosperity of the country. This concept is often expressed in the form of social training, social songs and so on. Toyota's first social motto is "work together, engage in business development with sincerity, and serve the country with industrial achievements"; The first item of Panasonic spirit is "serving the country through industry".
Japanese enterprises are different from those in western countries in their pursuit of profit maximization. Japanese enterprises emphasize the dual value goal of pursuing economic benefits and serving the motherland. In the view of Japanese entrepreneurs, the relationship between enterprises and the state and the government is not only a relationship between taxation and power tax, but also a direct connection in politics, ideology, social culture and so on. Therefore, in Japan, the interests of enterprises and the country are often consistent, which also makes the relationship between enterprises not purely competitive. At the moment of affecting Japan's national interests, different enterprises often can cooperate closely.
4、 Strong teamwork spirit
The teamwork spirit of Japanese enterprises is an important part of corporate culture. It integrates Chinese Confucian cultural thoughts and Japanese national cultural characteristics. Emphasis on group interests and collective wisdom and strength. Japanese enterprises cultivate a large number of employees' team consciousness, and cultivate employees' team consciousness by holding celebrations, festival celebrations, factory celebrations, sports meetings and other forms, use the honors obtained by the company to motivate employees, enhance employees' sense of pride and mission to the enterprise, and let every employee of the enterprise be in the team of the enterprise. In Japan, enterprises are very important to employees. If a person loses the enterprise, he will be very painful. As Matsushita Yukiko said, "the more people have a strong sense of responsibility, the more likely the company is to develop". In enterprise collectivism management, in addition to the formal communication between superiors and subordinates, enterprises can also communicate informally like friends, concentrating the opinions of the majority from top to bottom, and after repeated deliberation, until a more consistent view is reached. In the implementation, it emphasizes cooperation and mutual assistance, does not highlight individuals, and puts collective interests above everything, reflecting a strong sense of collective responsibility and honor. The Japanese believe that "too much emphasis on individuals is not conducive to collective cooperation". In management, "harmony is precious". Japanese enterprises implement the joint and several liability system, reward and punishment, etc. The founder of Panasonic said, "when the enterprise is in recession and has difficulties, the most important thing is the spirit of harmonious coexistence of the enterprise, and unity is strength".
5、 Unity of righteousness and benefit
Japan belongs to a typical oriental traditional culture country. In the first century A.D., Chinese Confucian culture was introduced into Japan, and the Japanese accepted the hierarchy, loyalty and filial piety, and human relations culture in Confucian culture. In Japan, many people regard the Analects of Confucius as a guide to life and business.
In his Analects and abacus, ryonoichi Shibuya, the father of modern Japanese enterprises, proposed that modern enterprises should be built on abacus and Analects. Abacus refers to the benefits of enterprises, while the Analects refers to the ethical concepts of enterprises in the process of operation and management. Enterprise ethics is a kind of social responsibility of enterprise management. It advocates that on the basis of learning the rational system management of the west, we should make good use of the Confucianism of eastern culture and combine the national conditions of Japan to form our own enterprise philosophy. Western capitalist enterprises regard "the pursuit of profit maximization as an important goal of enterprises", while Confucian culture pays attention to "benevolence" and "righteousness". Japanese enterprises absorb Confucian ideas, attach importance to honesty, and emphasize their own sense of responsibility and mission.
Modern Japanese entrepreneurs are increasingly aware that it is extremely detrimental to the long-term development of enterprises to pursue interests, ignore the needs of customers, and even damage the interests of customers. Enterprises must pay attention to the harmonious unity of enterprise efficiency and social responsibility, justice and benefit.
Of course, there are also some deep-seated drawbacks in Japanese corporate culture. He emphasizes the overall consciousness, attaches importance to "collective people", ignores the importance of "individual people", and ignores personality, which is not conducive to the exertion of personal ability, and may also appear the phenomenon of low efficiency, which has attracted the attention of Japanese enterprises.