Analysis of Cultural Ideas in Japanese Enterprise Management Gao Wandong, School of Economics and Management, Jilin Institute of Chemical Technology, School of Economics, Jindongbei Normal University Abstract: Japanese enterprise management concept is the driving force of the rapid development of Japanese enterprises and economy, and it is also the result of management, which has attracted the attention of scholars from all over the world. It combines with Japanese national culture to form Japanese corporate culture, which has become a remarkable symbol of modern Japanese enterprises. This paper analyzes the characteristics of Japanese business philosophy, such as attaching importance to quality and integrity, learning and innovation, and combining enterprise benefits with social benefits, and its significance to the sustainable development of enterprises, and discusses how to build a corporate culture with China characteristics in combination with the reality of China. Key words: business philosophy: Japanese corporate culture, honesty, innovation consciousness, sense of hardship, Chinese picture classification number: F270.7 document identification number: A document number:1005-5800 (2010) 09 (b)-074-02 Japanese enterprises have rooted modern enterprise organization and management in Confucianism. Japan attaches importance to the cultural construction in enterprise management, inculcates business philosophy to employees, and attaches importance to scientific management, especially the grafting of culture and management. 1 Harmony, loyalty and harmony in Japanese corporate culture are the guide to action in Japanese corporate management and the foundation of efficient team spirit in Japan. Influenced by Confucian culture, Japanese employees have a strong spirit of cooperation and collective consciousness. Japanese business managers also pay special attention to the cultivation of this awareness. In Japan, although the company is under great pressure, there are still many drinking parties and symposiums. Not only will everyone actively participate, but everyone will pay attention to integrating themselves into the group. They also infiltrated this team spirit into corporate culture and management methods. In addition, Japanese companies attach importance to employee loyalty, and the traditional "three pillars" are also the embodiment of this culture. Although it has been suggested that the "three pillars" make Japanese enterprises aging, even today, there are still many large companies in Japanese society that take the initiative to lay off employees as the basic criterion. Many Japanese still believe that the "lifelong employment system" makes employees feel loyal to the enterprise and makes Japanese enterprises have the most loyal workforce in the world. At the same time, employees have been in the same enterprise for a long time, which makes managers very familiar with the situation of employees and is conducive to coordinating labor relations. In Japan, the primary criterion for evaluating employees is their loyalty to the enterprise, even exceeding their personal ability. China business elites are keen to pile up the experiences of different companies in their resumes. It seems that the more professional experience, the stronger personal ability, but this is a professional taboo in Japan. It is not impossible to change jobs, but you must give convincing reasons when applying for the next job. Because in the eyes of Japanese entrepreneurs, a person who abandoned his former company is absolutely untrustworthy. 2 "Honesty" culture in business philosophy Japanese companies have always attached importance to the business philosophy of honesty, emphasizing the return and service to the society through excellent products and thoughtful services, thus winning praise and prolonging the life of enterprises. They often use factory songs, factory training and other ways to express this business philosophy, and instill it in employees all the time to make it a motto. What impresses Japanese companies most is their meticulous attitude towards product quality. In order to ensure the quality of products, the factory spared no expense to buy multiple testing equipment, and sued at different levels, and each process was checked at different levels. Even in the simple production of daily necessities, strict standards make people feel as if they are producing a sophisticated instrument. Panasonic has a famous saying: "The customer is my in-laws", and regards the goods that he manages every day as his daughter who has been brought up by himself, and her in-laws are customers. It can be seen that Japanese companies pay special attention to the interests of customers and have high requirements for service quality. Quality is the life of an enterprise, and quality is also the life of a nation. Although Japan is very strict about quality issues, there have been a series of product recalls in recent years. Some scholars have pointed out that the decline of Japanese manufacturing quality is largely due to a generation of domestic manufacturing practitioners in Japan. They believe that the previous generation of Japanese manufacturing practitioners who created the post-war economic miracle were really elites and entrepreneurs, and they created the quality myth of "Made in Japan", while the new generation of Japanese manufacturing practitioners were far less conscientious than the previous generation. In addition, some people accuse American-style management methods, including suspending the traditional "lifelong employment system". Fujitsu announced that it would not adopt the salary system based on employee performance, on the grounds that it would hurt morale and teamwork spirit. 3 Japanese enterprises' sense of hardship and ways to save Japanese enterprises. For a long time, Japanese enterprises have been exaggerating and instilling their sense of hardship. Some people say that this is a national character formed by long-term natural conditions. The Japanese government and all walks of life often put forward the crisis of Japan, such as the theory of resource shortage and the theory of survival crisis, in order to inspire the people to work hard and not to lag behind. There is unnecessary excessive repression and xenophobia in Japan's sense of hardship, which is certainly not desirable. However, when Japan is "rising" and its economic development is "thriving", it is often rare to see enthusiastic propaganda and high-profile self-promotion. On the contrary, it is more and more calm and cautious introspection and worry, which is undoubtedly worth learning. Japanese enterprises attach great importance to the repeated recycling of resources and actively implement classified recycling and reuse of waste. For example, NEC Electric Company requires suppliers of supporting products to design product packaging in a way that is convenient for reuse, and at the same time scientifically measure and accurately allocate energy in the production process. The reason why Japanese automobile products have strong competitiveness in the international market lies in their low production and use costs, which cannot but be said that this inherent concept of the Japanese nation has played a great role. In the 2 1 century, the resource problem has become a worldwide topic, and Japanese entrepreneurs have not ignored this topic. Many large companies have invested a lot of financial and material resources in product energy saving. Although the input increases the production cost, in the long run, it is also the promotion of market competitiveness and the growth of soft power. Paper is one of the biggest wastes in the printing process, and it wastes too much every day. The most effective way to solve this problem is waste paper recycling. In Japan, there is a company specializing in recycling waste paper, which is composed of Suda Store Co., Ltd., Daiwa Paperboard Co., Ltd. and Dasan Xingye Co., Ltd. At first, the reason for their cooperation was that they had the same idea that if they could recycle the generated waste into their own industries, they would save costs while protecting the environment. 4 Learning Spirit and "Compound Innovation Strategy" The innovation strategy adopted by outstanding Japanese enterprises is neither a pure "independent innovation strategy" nor a pure "simulated innovation strategy", but a "compound innovation strategy". Japan is a great country of invention, and Japanese people's strong desire to learn seems to be related to their anxiety. They often say: "Japan has a small territory and lacks resources, so it has to rely on people's brains and hands to make a living." Therefore, only products that are better updated than others can be sold. "Japan's innovation research expenditure has surpassed that of the United States in GDP, reaching about 3%, 74 China Business China Business &；; Trade management space is often developed by European and American companies. Soon after, Japanese companies bought it with huge funds and digested it in a short time. Moreover, their products are often superior to their European and American competitors in quality and price. This also shows an attitude of innovation in Japan: for any product, we must dig out its maximum value, and in a certain field, we will never give up until we become the best enterprise in this field. Although the originality of the invention may not be in Japan, the Japanese will eventually improve it and open the market. Emphasizing the unity of economic benefits and social benefits is different from the goal of maximizing profits of western enterprises. Japanese corporate culture contains the dual value goal of emphasizing the pursuit of economic benefits and serving the country. As early as 1932, Kōnosuke Matsushita put forward the corporate mission that "business people must take improving the quality of social life as their own responsibility and pursue the prosperity of world culture". Every day, all employees of Panasonic stand in silence before going to work and recite loudly the "Panasonic spirit"-industry serving the country and being aboveboard. It is precisely because of the long-term active advocacy and practice of some outstanding entrepreneurs that the cultural tradition of Japanese enterprises consciously fulfilling their social responsibilities has been formed, laying the foundation for Japan to become a world economic power. Big companies in Japan are all related to government support, and their employees have a strong sense of patriotism and responsibility. They believe that the company is a part of society and emphasize the responsibility of enterprises to society, the country and even all mankind. This concept of industry serving the country also urges enterprises to take the development path of connotation, science and technology, energy saving, high efficiency and low consumption, instead of pursuing the extension development with low efficiency and high consumption, and sacrificing long-term interests and social interests for immediate interests. Panasonic achieved the goal of non-fluorination of electrical products in 2003, not only to achieve the goal of protecting the ozone layer proposed by the United Nations, but also to occupy the future market earlier. Japanese companies have developed many environmentally friendly products. Japanese enterprises have mastered the technology of extracting resin from recycled plastic bottles, and plastic bottles used as drinking containers can be reused. At present, in order to solve the problem of increasingly tight steel supply, Japanese enterprises have begun to plan to build high-rise buildings with wood. Wooden buildings can reduce the environmental burden. Processing, assembly and even future demolition are simpler than using concrete, and there is no carbon dioxide emission in the whole process, so the demolished wood can be reused. In fact, the last discharge link of the sewage treatment tank of Toyota Motor Corporation is regarded as a fish pond, in which many beautiful carp are raised. With the increasingly prominent contradiction between energy resources and environment, it is an important task to solve the problem of sustainable economic development, especially energy conservation and environmental protection. 6 Reflections on Strengthening the Construction of Corporate Culture in China (1) Compared with the Japanese, we are a veritable "big China", but we once unilaterally advertised that we have a vast territory and rich resources. The planned economy model with public ownership as the main body has been implemented for many years, which has made enterprises develop the idea of eating from the same pot. In particular, I have developed the habit of using resources lavishly, lacking a sense of urgency. Over the past 30 years, the reform has gradually broken the pot of rice and initially formed a competitive mechanism of survival of the fittest, but the sense of enterprise hardship has not really formed. (2) In introducing and learning foreign technology, especially innovation, we should learn from the innovation consciousness in Japanese corporate culture and form a cultural atmosphere of learning, innovation and development in enterprises. Since 1978, China has carried out reform and opening up, learned advanced foreign technology and management, and introduced foreign funds, but few of them can really be digested and absorbed to innovate. For example, although China is a big exporter of "mobile phones", the movement, the key part of our "mobile phones", is still made abroad, so that the export of mobile phones can earn more foreign exchange, but the money is earned by foreigners. (3) Japanese corporate culture advocates family consciousness and team spirit, while China enterprises advocate patriotism and collectivism. But why did Japanese enterprises achieve great success in the 1960s and 1970s, while China enterprises did not? This question is worth pondering. In addition to institutional reasons, one of the most important reasons is that China's own corporate culture has not yet formed, and it has not formed a corporate philosophy that combines the interests of enterprises and employees, so it is impossible to form a United entrepreneurial spirit. (4) The combination of human resource management activities and corporate culture is the key to the formation of corporate culture. In human resource management, we can't just regard employee recruitment to attract outstanding talents as successful human resource management. To achieve "recruiting, retaining and using well", in addition to the commonly used technical means of human resources, we should also combine human resources management activities with corporate culture and implant the core content of "maximizing mobility, eliminating waste and respecting talents" in the corporate culture into employees' minds, which is the key to the formation of corporate culture. (5) Enterprise internal education is the education and training organized by enterprises to improve employees' functional ability. Theory and practice show that enterprise education is of great significance to the formation of enterprise culture and the development of enterprises. However, the current situation of entrepreneurship education in China is not satisfactory. The weakness of enterprise education greatly hinders the development of enterprises, and the underdevelopment of enterprises in turn weakens the support of enterprises for enterprise education, which leads to the increasingly weak enterprise education and forms a vicious circle. In the process of enterprise development, the role of corporate culture can not be ignored. It is of great practical significance for the development of enterprises and the revitalization of China's economy to learn from the effective components of Japanese corporate culture and organically integrate them into China's corporate management and gradually establish a corporate culture with China characteristics.