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Posts Tagged ‘Business Leadership’

Plans are only good intentions unless they immediately degenerate into hard work.
  —  Peter Drucker
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On This Day In:
2017 Some Good
2016 Edges
Sums
2015 I Hope Not
2014 Study The Means Of Expressing Yourself
2013 That Stubborn Thing
2012 Like Mike
2011 Flawless Or Candid
2010 Browning…

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A manager develops people.  Through the way he manages he makes it easy or difficult for them to develop themselves.  He directs people or misdirects them.  He brings out what is in them or he stifles them.  He strengthens their integrity or he corrupts them  He trains them to stand upright and strong, or he deforms them, whether he knows it or not.
   —  Peter Drucker
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On This Day In:
2016 Or Blog
2015 Stretched Today?
2014 Outta Here
2013 Getting Words Right
2012 There’s A New Dog In Town
Does Anybody Really Know What Time It Is
2011 A Conservative Is…

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He isn’t a real boss until he has trained subordinates to shoulder most of his responsibilities.
   —  William Feather
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On This Day In:
2016 You Just Have To Care
Day 4 – Blending
2015 My Slow Education
2014 Great Service
2013 You Really Should Wear More Sweaters
Here I Am God
2012 The Serenity Prayer
2011 The Victory Of Life

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You either believe people are fundamentally good or you don’t.  If you do believe they’re good, then as an entrepreneur, a team member, a team leader, a manager, or a CEO — or a government leader — you should act in a way consistent with your beliefs.  If people are good, then they should be free.  Too many organizations and managers operate as if, absent some enlightened diktat, people are too benighted to make sound decisions and innovate.
   —  Laszlo Bock
Google’s head of human resources, (senior vice president, people operations)
from his book: “Work Rules!
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On This Day In:
2014 If You Ever Fall…
2013 Glory Days (part 2)
2012 They Follow A Pattern – If You Know What I Mean
What I Live For (Precis)
2011 Giving

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The Japanese are among the most competitive people in the world; otherwise they could not have achieved their recent economic successes.  Consensus was established to keep the society cohesive and to control excessive competition, which would cause friction and make tireless rivals of the people in the isolated areas.  So the comment that Japan is a society of consensus is only one side of the story.
   —  Mitsuyuki Masatsugu
From his book: “The Modern Samurai Society
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On This Day In:
2013 Not Ought
2012 If You Want To, If You Have Something To Offer
2011 I See Lots Of Fools
2010 Orange Inside!!
And The Band Played On…
Happy New Year!!

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Today I am home ill with what seems to be an ear infection.  Every few years, I get this swollen sensation on the right side of my head.  It feels like my head has a weighted balloon attached to the right side.  When I turn my head, stand or look quickly in any direction, I get a light-headedness and it feels like my vision/brain is continuing to move after my head (or eyeballs) have stopped.  Several years ago I had to go to the ER to get seen by a doctor about this condition.  Then, I also had an associated fever, which I fortunately don’t have this time.  In any case, I take some decongestants and my vertigo pill and I kind of spend the day in a half-stupor of fatigue and dizziness.
This morning I completed a book I’ve been reading off and on for several years now.  Our local library system has an annual shelf clearing book give-away each August and they have about 800 to 1,000 boxes of books which are set out for anyone to take what they want – as much as you can carry, and come back tomorrow.  Today’s book was one of these and I picked it up about three years ago.  It has mostly sat in my car waiting to be read.  I would grab it whenever I had a doctor / dentist visit to have something to read in the waiting room.  Unfortunately, if you don’t wait much, you don’t read much, so this has taken quite a while to get through.
The book is titled: “The Modern Samurai Society: Duty and Dependence in Contemporary Japan“, (1982©) and was written by Mitsuyuki Masatsugu.  The book attempts to explain contemporary (circa 1982) corporate Japan in terms of the historical legacy of the Samurai (“samurai” means “one who serves”) society which held sway in Japan for several centuries.  The samurai tradition fell out of favor with the coming of the industrial revolution in the last half of the 19th century.  (As an aside, part of this transition was portrayed in the Tom Cruise movie: “The Last Samurai“.)  In essence, it attempts to explain Japanese business management techniques to non-Japanese.
To Masatsugu, successful Japanese management stems from eight factors which incorporate two features from Japanese culture.  The eight factors (guiding principles) to success are:
1) Paternalism;
2) Guaranteed lifetime employment;
3) Seniority-based promotion;
4) In-company unions;
5) Periodic transfers;
6) Overtime work as a safety valve;
7) Enriched welfare program; and,
8) A selective retirement system.
The two features which Masatsugu believes to be uniquely emphasized in Japanese society are:
1) Diligence – the duty each individual has towards their country in general and towards their company in particular.  And,
2) Dependence – a recognition that even though the employees are individuals, they must work together to surpass non-Japanese companies.
Like any “valid” theoretical explanation, management theories must meet a minimum of two criteria: does it accurately describe what is currently happening, and two, does it have predictive value either for when external conditions change or when internal structures are abandoned (or both).  In this book’s case, we now have the benefit of thirty-two years history to see that Masatsugu’s proposal was pretty spot on.
Since the book’s release Japan has suffered both a housing boom collapse and an economic drought now approaching the middle of its third decade.  The housing collapse happened in the 1980’s and the start of Japan’s economic drought (I hesitate to call it a collapse as Japan has only recently been surpassed by China as THE economic power in Asia) occurred in the 1990’s.  In fact, the 1990’s is sometimes referred to in Japan as “the lost decade” because there was so little economic growth.
Specifically, Masatsugu suggests the structure of Japan’s economic strength is based on these principles and if any one (or combination) fails, the entire structure will waver and ultimately collapse.  Masatsugu predicts the gradual incorporation of western management will bring about an economic failure.  He leans towards the abandonment of guaranteed lifetime employment and seniority-based promotion when “times get hard”.  Masatsugu says that in past times, management held to principle and the economy eventually turned around.  He cautions that future management might not have the fortitude to withstand to pressure to abandon principle in an effort to meet “western style” quarterly objectives.  We now know Japanese management has moved away from guaranteed lifetime employment, seniority-based promotion and selective retirement.  All of these actions have had a detrimental effect on business (and societal) productivity in the U.S. over the last 40 years.  It will be interesting to see if the same happens in Japan and how long it will take to happen (if it does).
I doubt very much that this book could be written in today’s “politically correct” world as it has several racist and sexist comments which, in context, seem common sense, but are actually inculcated cultural biases.  For example, women are generally considered unequal to men in the business world, because…  Wait for it…  Because they are!  (Well, except when they aren’t.)  In the author’s view, a woman can be one of the main reasons a man succeeds in business.  But, a female can never succeed in Japanese business on her own.  In all, though, these are trivial reasons to be critical of a book which I believe is overwhelmingly a valuable (if dated) insight into Japanese business culture.  Highly recommended!
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On This Day In:
2013 Doin’
2012 A Lover
2011 What Have We Found Here
Words

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Wisdom means acting with knowledge while doubting what you know.  It entails striking a balance between arrogance (assuming you know more than you do) and insecurity (believing that you know too little to act).  It requires asking for help and asking questions, as well as giving help and answering questions.  With an attitude of wisdom, managers can do things now, but still keep learning along the way.
  —  Jeffrey Pfeffer and Robert I. Sutton
[Quoted from the Stanford Social Innovation Review, Spring 2006
The article is titled: “Act On Facts, Not Faith” and can be found online at:  http://www.ssireview.org/articles/entry/act_on_facts_not_faith/
  —  KMAB]
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On This Day In:
2013 Three Thoughts
2012 Gentle Reader
2011 Leave The Light On For Me Anyway

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