Search results
Results from the WOW.Com Content Network
Tony Kippenberger (2002) elaborates on the leadership values that are deeply rooted in the Japanese business culture. These values were created by the late Konosuke Matsushita, the prominent entrepreneur of Matsushita's Electric Company, who cared deeply for the employees of his company as if they were family. Matsushita firmly believed that a ...
Different cultures can have radically different leadership styles, and international organizations would do well to understand them. ... From structured individualism in the U.S. to ringi-sho ...
Theory Z of Ouchi is Dr. William Ouchi's so-called "Japanese Management" style popularized during the Asian economic boom of the 1980s.. For Ouchi, 'Theory Z' focused on increasing employee loyalty to the company by providing a job for life with a strong focus on the well-being of the employee, both on and off the job.
Research has found that this leadership style is one of the most effective and creates higher productivity, better contributions from group members, and increased group morale. Democratic leadership can lead to better ideas and more creative solutions to problems because group members are encouraged to share their thoughts and ideas.
Two women will also historically vie for the top job, including the ultra-conservative Sanae Takaichi, 60, and Seiko Noda, 61, from the party's dwindling liberal wing. EXPLAINER-What to watch for ...
According to the annual statistical research on religion in 2018 by the Government of Japan's Agency for Culture Affairs, about two million or around 1.5% of Japan's population are Christians. [28] Other religions include Islam (70,000) and Judaism (2,000), which are largely immigrant communities with some ethnic Japanese practitioners.
Japan resident Emi Uchibori, 67, told CNN from Tokyo that she supports Ishiba, saying “we need a leader who can lead Japan firmly in the future.” “Japan is an elderly society, and I hope ...
Decision-making in the corporate world of group-oriented societies, however, can be much different. Using the Japanese culture as an example, people in large corporations exhibit a high degree of risk aversion, for fear that a decision with negative consequences will reflect badly on the entire corporation.