摘要:从概念上讲,丰田的企业管理和企业文化也不是那么复杂,强调家庭意识,这是一个层次结构,并强调所有权的责任。丰田公司的文化和家庭管理意识的企业,创造了丰田公司的文化,并创造了一个产业奇迹。
eir parents in childhood. People take care of their children as their parents, which partially repay the favour of parents, the obligation for the children only subordinate to the "favour of parents" This ideology, formed the essence of the Japanese ideology.
Japanese obligations and the corresponding obligations
Favour: someone "accepted favour" all from the passive stance to come into being obligations. Imperial, supplied by the emperor. Loving-kindness, by the parents, the favour supplied by the master and the favour supplied by the division commander. The “favour” that accepted in the life in contact with all kinds of people.
The corresponding obligations of:
Obligations.
Loyalty, the obligations for emperor, laws and Japan's national. Filial piety, the obligations for both parents and ancestors. Tasks, their work obligations.
Comradeship
The obligations to social, the obligations to monarch, the obligations to close relative, the obligations to others. So that, we have considerable understanding the main family ideology of Japan. Of course, also including the Japanese people's understanding of such honor.
On the management model of Toyota 丰田的管理模式
Let’s look at the example of Toyota's corporate culture and family consciousness idea combine.
In the scope of Toyota’s education is not limited to vocational education, but also to further in-depth personal spheres of life. Toyota's president had made such an answer: "Personnel Management and education, in essence, is through education to mobilize everyone's energy." The basic idea of Toyota’s education is "mobilization drive" at the core. This have great similarity with pay a debt of gratitude of family ideological.[4]
This kind of consciousness infiltrate into Toyota’s ideological education, permeate family consciousness to business administration. Toyota created a series of activity forms of spirit education, informal activities are two-fold: ①group activities within the company. ②personal contact sport. Small groups of participants can more freely, close contact, as this sense of team training is very helpful for staff. Companies do not interfere gathering activities, nor restrictions. Workers with personal contributions to set up such groups, the leader is elected, and to take the rotation system. So everyone has the opportunity to be first leaders to " bring an ability into play ". This way has some similars and differences with class levels of family awareness. [5]
Personal contact and the "senior" system. For the new workers to familiar with the new environment, Toyota has proposed a issue of "warm welcome new workers", in this regard, adopted a form of "personal contact". This kind of practice is, elect a senior, he was identified as "full-time senior" for the new worker. The senior charged with the guidance of all things, which produced very good results. On the relationships, life and workshop, the senior gave the guidance and care, balanced the interpersonal relationships and superior-subordinate relationship. The company approach to institutionalize this "senior". In addition, there are "leading personal contact" system. Toyota's
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