Japanese people often do not want a lot of high level leadership to plan rejected for fear of creat

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Japanese people often do not want a lot of high level leadership to plan rejected for fear of creating conflict and, therefore, are firmly convinced that the group decision to match. Japanese companies dominate the top of the decision is taken and then the rest will be imposed. Japanese harmonized code staff will be very sad for something contrary to what the chief knows his higher status, he said. Japanese worker stands in front of his manager not resists harmonized code her face. One of the negative prospects of the Japanese management system is employed. Promotion based on seniority in Japanese organizations, first of all, to develop a new generation of low employee commitment has resulted. A young Japanese whose ancestors worked 12 hours a day today looking forward to jobs that have shorter working harmonized code hours. Japanese management is now widely criticize is meticulous. So far about leadership styles and management techniques in Japan as part of the great innovations in the world are discussed. harmonized code However, there are other aspects of Japanese leadership in this process. In this paper we review the research literature, various aspects of the behavior of Japanese leaders less portrayed emphasizes that mentality embodied realism or idealism (TATEMAE) the realism of (HONNE) to the the establishment of coordination and pressure Use of Balancing or Kvza (Japanese mafia = YAKUZA) loop quality harmonized code control decisions, promotion based on seniority, mobility and limited movement within the enterprise, forced retirement, use of temporary and part-time workers and discrimination against women, examples of These behaviors are. Today, many newspapers and magazines known as the Japanese leadership style is viewed as superior to Western leadership. In the 1950s, marked "Made in Japan" was not left to the viewers nothing but laughter and ridicule. U.S. markets were flooded with poor-quality goods in Japan. But today, Japanese goods, especially cars and electronics sector has attracted the attention and respect of everyone. The success of the Japanese leadership deficit between the United States and Japan has resulted in commercial revenue (Katznshtayn 1991). Many apparently believe that if American companies want to adopt and follow the Japanese way, they must find a remedy for their problems, something that in the not too distant past, American companies were forced achieve Yaznd. The other is a general belief that the outcome of U.S. companies follow the lead of the Japanese, Americans will be able to gradually harmonized code increase the productivity, quality and morale among employees to improve. Wolf (1983) reviewed the evidence, found gaps and flaws in the belief that the Japanese leadership philosophy to philosophy, harmonized code reflecting the superiority of Western leadership has been. He claimed that upon this philosophy to distort the real situation and the myth (predominant philosophy) by Japanese companies as the owners. Celebrate Ghyrzhapny of Japanese myth to convince the leadership skills they are superior, if indeed that is the illusion. While parts of the Japanese leadership philosophy harmonized code can be applied in some American companies, but they are trying to follow whole philosophy is wrong (G. MacDonald, 1981). Now the media have been described by other leaders of Japan and Japanese writing, not a utopia nor a hell of a job. Japan, like any other community, has strengths and weaknesses. Newspaper stories describe how these are the eleven harmonized code year old Japanese kids commit suicide (death from overwork) and how Japanese families due to work pressure, job transfers and training systems Ghyrmntf clearly Break Down . In this paper we investigate and explore the problems and weaknesses of the Japanese leadership skills, issues such as: decision-making processes, quality control circles, promotion based on seniority, harmonized code internal displacement and transfer limits, mandatory retirement, part-time use of temporary staff discrimination against women and the psychological implications of such behavior.