First of all, let's compare the differences in management between the United States and Japan, which are mainly reflected in the following aspects:

(A) the source of strength

● USA: Dependence System

The motive force of American management system comes from strict governance and incentive system, which restricts and encourages the behavior of top managers with the power of the system. Clearly defined the rights, responsibilities and interests of the company's board of directors, shareholders' meeting and management.

● Japan: Dependent on culture

The operating strength of Japanese management system comes from the cohesion of corporate culture and depends on the Japanese cultural tradition of employees' lifelong loyalty to the enterprise. Establish a management mode of cooperation, consultation and harmony among the board of directors, trade unions and supervisors.

(B) the status of people

● The United States: attaches importance to individuals.

The United States respects the personal strength of leaders or elites. Leaders are often top-down, and enterprises rely on the judgment, observation and decision-making power of the president. Employees are deeply influenced by the behavior of enterprise leaders. The core of corporate culture is boss culture.

● Japan: Pay attention to the team.

Japanese companies pay more attention to team strength. Leadership is usually from the bottom up. Middle-level leaders constantly communicate closely with front-line employees at the scene, stimulate their innovative potential, and infiltrate the company culture into the hearts of every employee.

(iii) Mission objectives

● USA: Maximizing the interests of shareholders

The fundamental goal of American enterprises is to create maximum value for shareholders. Therefore, enterprise policies are often influenced by the fluctuation of the stock market.

● Japan: Multiple goals

The goals of Japanese enterprises are diversified, and the goals of employees, customers and markets are often greater than the short-term interests of shareholders. Usually, in order to expand the market, enterprises would rather sacrifice the interests of shareholders in the short term.

(D) organizational division of labor

● USA: Highly specialized.

American enterprises have a stronger trend of specialization and a subtle internal division of labor. Employees can achieve career progress and organizational optimization by upgrading their professional level.

● Japan: highly integrated

Japan's enterprise division of labor is quite rough, emphasizing the long-term employment mentality of employees. Enterprises often provide employees with continuous comprehensive training and internal job rotation to cope with unexpected situations in the market.

(5) Performance appraisal

● USA: Short-term goals

American enterprises adopt management by objectives, strictly implement short-term performance appraisal, and implement material incentives, punishment incentives, more work and more rewards, and the survival of the fittest in the process of quarterly and year-end award evaluation.

● Japan: Long-term development

Japanese companies attach importance to tapping the potential of employees. The short-term performance of an enterprise usually comes after the long-term development of employees, and the short-term performance of employees is not the only criterion for judging and rewarding.

Management has no "law".

From the above comparison, we can see that the management systems of the United States and Japan are essentially different in management thoughts, concepts and philosophies. For the rising enterprises in China, which mode to learn depends on the specific situation in China and cannot be simply followed blindly.

Enterprise management practice is actually the result of the interaction among managers, subordinates and situations. Without a fixed management model, any management system is determined by many factors such as politics, economy, organization, cultural atmosphere, social atmosphere, personnel quality, status and so on.

Take the United States as an example, a political system of separation of powers was established 200 years ago, emphasizing individualism, civil rights and public opinion. The United States is a multi-ethnic and multi-racial country with a very developed economy, and the tertiary industry accounts for more than 90% of GDP. In such an environment, employees of American financial service-oriented enterprises are eager for freedom and independence, and pursue opportunities for continuous progress in money and career. Therefore, adopting performance evaluation, vocational training, specialization and mobility in management is bound to meet the psychological needs of Americans.

Japan, on the other hand, has experienced a relatively stable history of several thousand years, with a single ethnic structure, which is deeply influenced by China Confucianism, Japanese Buddhism, Bushido and Yamato culture. The situation of its island country also gives people a great sense of crisis, and then evolves the national cohesion of cultural integration. Japan's economic structure is also very different from that of the United States, and the manufacturing industry (secondary industry) still accounts for 27% ~ 30%. These factors make Japanese manufacturing industry more suitable to adopt the management mode of long-term working system and team innovation.

In view of this, I think: Japanese enterprises should pay more attention to the essence and essence of American and Japanese management thoughts, and should not only focus on colorful superficial management skills and models.

At present, China is in a very unique historical stage. Generally speaking, we are still a developing agricultural country with a profound humanistic tradition of benevolence, filial piety and loyalty. At the same time, years of political turmoil and market opening, various western cultures and ideas have had a tremendous impact on different levels of China society. Diligence, humility and pleasure, arbitrary decision-making and democratic elections, publicity of collective consciousness and personality, happiness in poverty and pursuit of wealth, all kinds of ideas are colliding and blending fiercely.

Therefore, Japanese enterprises should absorb the management experience of the United States and China at the same time: give full play to the institutional strength and rely on the influence of traditional culture; It is necessary to cultivate excellent leaders and give full play to collective wisdom; It is necessary to maximize the interests of shareholders without sacrificing the fundamental interests of employees; Performance appraisal of survival of the fittest cannot replace humanistic care for employees. ...

For Japanese enterprises, the key to learning American-Japanese management lies in profoundly grasping China's national conditions and employees' needs, absorbing foreign advanced management concepts flexibly and critically, and combining them to create a set of mixed management system that truly conforms to China's reality, which is the essence of China-China-Japan management.