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The adaptation of Japanese organizational and manufacturing techniques in Japanese-owned US facilities : three case studiesTennant, David Vincent 12 1900 (has links)
No description available.
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An analysis of the possibility of introducing the Japanese style of management into the government administration in Hong KongHui, Cho-hang, Desmond., 許佐恆. January 1994 (has links)
published_or_final_version / Public Administration / Master / Master of Public Administration
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A study on Japan's industrial relations under the changing economic environment.January 1995 (has links)
by Loi Chi-ho. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1995. / Includes bibliographical references (leaves 54-58). / ABSTRACT --- p.iii / TABLE OF CONTENTS --- p.iv / ACKNOWLEDGMENTS --- p.vi / CHAPTER / Chapter 1. --- INTRODUCTION --- p.1 / Chapter 1.1 --- Lifetime Employment --- p.3 / Chapter 1.2 --- Seniority-Based Promotion System --- p.4 / Chapter 1.3 --- Enterprise Unionism --- p.5 / Chapter 2. --- THE STRUCTURE OF THE LABOUR SYSTEM --- p.7 / Chapter 2.1 --- "The Definition of ""Employee""" --- p.8 / Chapter 2.2 --- The Origin of Shushin Koyo --- p.10 / Chapter 2.3 --- Nenko Joretsu: A Base of Integration --- p.15 / Chapter 2.4 --- Enterprise Union: The Linkage with Kaisha --- p.19 / Chapter 3. --- THE CHANGING ENVIRONMENT --- p.23 / Chapter 3.1 --- Changes in Economic Environment --- p.24 / Chapter 3.2 --- Demographic Changes --- p.26 / Chapter 3.3 --- The Changing Work Ethic --- p.28 / Chapter 3.4 --- Mid-lifetime Employment Crisis --- p.31 / Chapter 4. --- THE FUTURE PATTERN --- p.36 / Chapter 4.1 --- Can Shushin Koyo Be Continued? --- p.37 / Chapter 4.2 --- Nenko Joretsu: The Product of Old Generation? --- p.40 / Chapter 4.3 --- Enterprise Unions: Will the Linkage continue? --- p.43 / Chapter 4.3.1 --- Japanese Labour System in the 21st Century --- p.44 / Chapter 5. --- CONCLUSIONS --- p.48 / APPENDIX --- p.51 / BIBLIOGRAPHY --- p.54
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The transferability of Japanese style management practices : a case study of the Malaysian public enterprise sectorYasin, Mohamad Trudin January 1990 (has links)
Japanese-style management has attracted a lot of attention from managers, business executives and scholars worldwide. The sudden intensity of interest in the so-called Japanese Management Model has been partly due to the rapid ascendancy of Japan as, a leading economic superpower in a relatively short period after her humiliating defeat in the Second World War. In 1982, Malaysia officially launched the "Look East" policy to emulate the Japanese by adopting Japanese-style management practices. It was believed that by adopting Japanese-style management techniques, the Malaysians can replicate the Japanese success. This study aims to discuss what constitutes Japanese-style management and also to determine if it can be transferred to the Malaysian public enterprise sector. From this study, it was revealed that only some elements of Japanese-style management are transferable to Malaysian public enterprises. There is a number of problems encountered in trying to transfer the Japanese practices to Malaysian public enterprise sector, especially if they are not compatible with the Malaysian values. The problems of transferring Japanese management techniques across national boundaries are further compounded when the transfer is from private sector to public sector. Even in the case of Japan, her public enterprise sector does not even have a reputation of efficient management. It was also found that despite the official policy and persistent effort towards "Japanisation" by the government, the majority of Malaysian workforce still prefer the present existing management system. To some extent, the study has provided some answers to questions regarding the feasibility of adopting the Japanese-style management. But most important of all, the study has revealed that Japanese-style management is not a panacea to the problems confronting the public enterprise sector in Malaysia.
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Post-Merger-Integration bei europäisch-japanischen Unternehmenszusammenschlüssen : konfliktorientierte Analyse am Beispiel des Lieferantenmanagements /Herbes, Carsten. January 2006 (has links)
Europa-Universiẗat, Diss., 2006--Frankfurt (Oder).
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Shingikai the politics of consultation in Japan /Schwartz, Frank Jacob. January 1991 (has links)
Thesis (Ph. D.)--Harvard University, 1991. / Order number 9123040. Includes bibliographical references (p. 589-616).
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The influence of Confucianism on Chinese and Japanese businesssocietyYu, Kam-yan., 余錦茵. January 2003 (has links)
published_or_final_version / abstract / toc / Comparative Asian Studies / Master / Master of Arts
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Postwar industrial relations and the origins of lean production in Japan (1945-1973)Price, John 05 1900 (has links)
This thesis examines the evolution of postwar industrial relations in postwar
Japan from 1945 to 1973. It analyzes the impact of postwar industrial relations
institutions on the origins and development of “lean production” or, as it is otherwise
known, the Toyota production system. It uses three case studies, Mitsui Coal’s Miike
mine in Kyushu, Suzuki Motors in Hamamatsu, and Moriguchi City Hall as an
empirical basis for analysis and constructs a schema of industrial relations institutions
that challenges the conventional “three pillars” interpretation (lifetime employment,
seniority-based wages, and enterprise unions).
From a historical perspective there were three distinct stages in the evolution
of industrial relations. The first, from 1945-1947 was a labour-dominated period
during which unions began to develop a distinct factory regime in which they were
equal partners with management and could veto layoffs. Employers rejected this
regime, however, and led an offensive against the independent union movement. This
offensive was relatively successful in weakening labour and overturning the new
institutions, but it engendered further antagonism. Thus the 1950s were characterized
by instability in labour relations and new institutions had to evolve out of the
workplace. A stable Fordist regime consolidated in the 1960-1973 period.
From a comparative perspective and in the context of the development of lean
production, the author stresses four institutions: tacit and limited job tenure; a
performance-based wage system controlled by management; unions with an enterprise
(i.e. market) orientation; and joint consultation. These institutions gave Japanese
industrial relations their distinctiveness and also help to explain why lean production
developed in Japan.
Under the traditional Fordist model, work was broken down into short,
repetitive cycles and organized along an assembly line. Employers exerted control by
keeping conceptual activities as their mandate and workers were to simply follow
instructions. This study found that work itself did not change substantively under lean
production but workers participated more in conceptual activities. One of the key
reasons for this was that employers in Japan were able to exercise control not only
through the division of labour but through the wage system and enterprise unions as
well. These mechanisms put discrete limits on the scope of worker innovations.
They also limited the benefits workers could expect from the system. Lean production represented a new stage in production, identified as lean, intensified Fordism.
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Postwar industrial relations and the origins of lean production in Japan (1945-1973)Price, John 05 1900 (has links)
This thesis examines the evolution of postwar industrial relations in postwar
Japan from 1945 to 1973. It analyzes the impact of postwar industrial relations
institutions on the origins and development of “lean production” or, as it is otherwise
known, the Toyota production system. It uses three case studies, Mitsui Coal’s Miike
mine in Kyushu, Suzuki Motors in Hamamatsu, and Moriguchi City Hall as an
empirical basis for analysis and constructs a schema of industrial relations institutions
that challenges the conventional “three pillars” interpretation (lifetime employment,
seniority-based wages, and enterprise unions).
From a historical perspective there were three distinct stages in the evolution
of industrial relations. The first, from 1945-1947 was a labour-dominated period
during which unions began to develop a distinct factory regime in which they were
equal partners with management and could veto layoffs. Employers rejected this
regime, however, and led an offensive against the independent union movement. This
offensive was relatively successful in weakening labour and overturning the new
institutions, but it engendered further antagonism. Thus the 1950s were characterized
by instability in labour relations and new institutions had to evolve out of the
workplace. A stable Fordist regime consolidated in the 1960-1973 period.
From a comparative perspective and in the context of the development of lean
production, the author stresses four institutions: tacit and limited job tenure; a
performance-based wage system controlled by management; unions with an enterprise
(i.e. market) orientation; and joint consultation. These institutions gave Japanese
industrial relations their distinctiveness and also help to explain why lean production
developed in Japan.
Under the traditional Fordist model, work was broken down into short,
repetitive cycles and organized along an assembly line. Employers exerted control by
keeping conceptual activities as their mandate and workers were to simply follow
instructions. This study found that work itself did not change substantively under lean
production but workers participated more in conceptual activities. One of the key
reasons for this was that employers in Japan were able to exercise control not only
through the division of labour but through the wage system and enterprise unions as
well. These mechanisms put discrete limits on the scope of worker innovations.
They also limited the benefits workers could expect from the system. Lean production represented a new stage in production, identified as lean, intensified Fordism. / Arts, Faculty of / History, Department of / Graduate
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Japan's international fisheries policy : the pursuit of food securitySmith, Roger January 2007 (has links)
No description available.
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