2 Comparative Analysis of Chinese and Japanese Corporate Culture

Japanese culture is deeply influenced by Chinese traditional culture. The concept of "harmony" originated from Chinese Confucian ethics. Its connotation refers to love, kindness, harmony, mutual help, unity, cooperation and tolerance. It is a Japanese enterprise Become the spiritual leader and connecting link of an efficient team.

2.1 Comparison of Chinese and Japanese corporate philosophies

2.1.1 Spiritualism of Japanese companies

Spiritualism emphasizes the establishment of values, business beliefs and

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Driven by the situation, complete the operation and management process of the enterprise flexibly and according to the situation

In order to face complex and changeable enterprise conditions and emerging problems

< p> questions, you can choose the correct understanding angle and the best way to deal with them.

Japanese companies do not use rational tools such as management by objectives and cost-profit analysis

as the basis of management. Instead, they use corporate values

and their beliefs As the cornerstone of business management, specific business management rules, goals and methods are derived from this to adapt to the changing situation, thus demonstrating the importance of its business philosophy. "Spiritualism" Features.

2.1.2 Relationism in Chinese Enterprises

The philosophical foundation of Chinese enterprise management is directly derived from traditional culture.

From the perspective of management concepts, the Chinese believe that "the destiny is called nature, the rate

nature is called Tao, and the cultivation of Tao is called teaching." The way of a university lies in the idea of ??enlightenment and virtue as a means of teaching

to achieve perfection, which establishes a humanistic orientation characterized by "rebirth".

The relationship between people emphasizes "ethical people" and "social people", "ethics" is "the way of heaven"

The harmonious relationship between people is* **Existence***Prosperity, Same boat***

Economy. Management is about reason and "spirituality". It is about convincing people through management and "management".

You can use yourself to promote others. Therefore, the Chinese emphasize the educational function in management, that is, "Learning is based on reason, and understanding is based on Tao."

From the perspective of management objectives, the Chinese emphasize the pursuit of neutrality, the pursuit of stability and harmony

The pursuit of development, the pursuit of freedom amidst necessity, and the promotion of a gentleman who is uncompromising and impartial

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Selfless, harmonious but not sloppy, neutral and unbiased, benevolent and upright. Its performance is: Officials

occupy their positions, people make full use of their talents and exert their utmost efforts, live and work in peace and contentment, and are logical and logical,

harmonious and stable. Therefore, Chinese enterprises mostly emphasize the integration of large group goals into individual small goals, the stability of people's hearts and the regular operation of production, and then the development of the enterprise and personal goals. Self-actualization.

From the perspective of management objects, China attaches great importance to the management of people, emphasizing that people

Everything has its own reasons, emotions and reasons are in harmony, people are in the same boat, and etiquette comes first. So as to achieve

reasonability, reasonableness and legality. Therefore, compared with the standardized, standardized and independent management characteristics of the West, Chinese enterprises more often use ideological and political work to inspire people's inner moral consciousness and give full play to the collective power of the organization.

Body impact.

Compared with the spiritualism of Japanese companies, Chinese companies are not completely

showing the spiritual attitude of following the flow, but emphasizing reason

< p>Be reasonable and reasonable, and oppose the soulless change. Changing

A flexible attitude should be based on reason and guided by reason, emphasizing the principle of being inseparable from change

Its philosophy is to remain unchanged in response to all changes.

2.2 Comparison of Chinese and Japanese corporate values

2.2.1 Japanese companies have team awareness

In 1975, Toyota Corporation of Japan received invention ideas from employees

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The number of suggestions reached 381,000, and the adoption rate was 83%. Bonuses were paid for this purpose

330 million yen, and the revenue of the manufacturing department alone reached 16 billion that year

< p>yen. Panasonic's 2,100 employees came up with 280,000 invention ideas in one year.

These data show the innovative awareness and ability of Japanese corporate employees

as well as their strong

team spirit awareness and style.

The basic characteristics of teamism require that enterprises not only give full play to the overall effectiveness of the "team" in operation and management

but also maintain the internal integrity of the "team"

"And" and safeguarding and developing the interests of the entire team.

The Japanese "team consciousness" is predicated on the individual joining a specific group

; the relationship between the individual and the group (group) is almost maintained

Lifelong; there is no rigid "contract" between group (team) members, and obligations

and responsibilities are flexible. Therefore, employees of Japanese companies often call their workplace "the company at home" and show a strong sense of responsibility and dedication when working in the company. .

2.2.2 Chinese enterprises have a sense of collectivism

Chinese enterprises, analyzed from the perspective of value elements, undoubtedly exhibit a collectivist value orientation.

Its characteristics are: (1) The collective value identity is multiplicity, that is, the individual's identification with the collective is multiple. As small as informal groups, teams and workshops, as large as branch factories, main factories, and even the country and society, they all affect the individual's value identity at the same time, which makes

People not only realize that group interests are higher than personal interests, but also make it difficult to focus and concentrate on belonging and following

intentions; (2) The formation of collective consciousness is two-way

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, that is, on the one hand, company employees belong to a specific group

On the other hand, they are influenced by idealized and higher-level collective goals

Quote. Realistic belonging and ideal pursuit operate side by side; (3) Employees' centripetal force towards the group is incomplete. Due to the multiplicity of group identity and the absolute superiority of the collective over the individual, the centripetal force of employees in our country's enterprises toward the collective has, on the one hand, been directed toward multiple goals.

Scattered and weakened; on the other hand, part of the centripetal force returns to the individual

It forms the incompleteness of the group's centripetal force.

Compared with the group consciousness of Japanese companies, the differences between the two are:

First, the group consciousness of Japanese companies has a profound national cultural background, which is the key to national survival. Sense of crisis, pseudo-family relationships, Japanese-style ethics centered on "sincerity" and "loyalty", etc. The collectivism of Chinese enterprises has different national and cultural backgrounds. The "filial piety" and "propriety" in traditional culture are mostly expressed as an external ethical norm. At the same time, it also emphasizes

an "independent personality", "loyalty" is also conditional, and the object of "loyalty" is subject to

evolution. Therefore, Japan's team consciousness has a relatively complete consistency between inner identity and behavioral direction; China's collectivism is manifested in the incomplete overlap between psychology and behavior.

Second, the group consciousness of Japanese companies is based on universal family relations, and team spirit has considerable psychological environment advantages

. For example, most of the informal groups in Japanese companies have the same work goals, and group identities in the work and life areas are organically integrated. The collectivism of Chinese enterprises has a certain degree of blood connection

characteristics. In enterprises, on the one hand, it is manifested in the recognition of universal collective values

on the other hand. For a certain degree of non-work relations

group combinations, these "informal organizations" have convergence with work goals

and manifest themselves as unity and fraternity within socialist enterprises. , the spirit of mutual help, and a considerable number of them are very rigid "self-interest groups", which have given rise to some problems such as "relationship networks" and "internal relations" in Chinese enterprises. /p>

Consumption” and other undesirable phenomena.

Third, Japanese companies have solved the problem of collective value orientation and personality development to a certain extent through "non-professional success path"

Contradiction between.

Due to the "structural disease" of the personnel system in Chinese enterprises, which has not yet been completely deconstructed, the collective value orientation almost covers the need for self-development, and individual development depends on "opportunity acquisition" and "opportunity acquisition". "Location advantage" and other informal ways to achieve this.

2.3 Comparison of the business concepts of Chinese and Japanese companies

2.3.1 "Management is education" of Japanese companies

Japanese business management is oriented by "human nature" of. Managers of Japanese companies

believe that technological progress, product development, quality and improvement of labor productivity, including the realization of final profits, are all based on people

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The subject is based on human quality and the exploration of spiritual potential. Therefore

"The benefits of talent development are endless", "Enterprise investment in education and training

has the largest input-output coefficient and is the most cost-effective investment", "employee ability

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There is a geometric relationship between improvement and corporate profits." "Management is education"

has become the common sense of Japanese entrepreneurs.

The corporate thought of "management is education" includes the following contents: (1)

There is a silent contract between enterprises and society, which should be society's commitment to enterprises

Entrusting and realizing this important task requires the joint efforts of all employees of the enterprise

(2) Enterprise management is the common task of all employees of the enterprise. (3) It is necessary to rely on education to ingrain the idea that "the purpose of business is to serve the society, and profit is the reward for service" in the employees of the enterprise

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Based on the above concept, almost all Japanese companies are "education-oriented". For example, Panasonic's annual education investment accounts for 10% of the total cost.

Konosuke Matsushita proposed that "before creating things, we must first create humans." The slogan of the entire Toyota company is, "Build not only things, but also people" and advocate "creating people as the foundation".

2.3.2 Business characteristics of Chinese enterprises

From the perspective of business purposes, Chinese enterprises have the following characteristics: (1)

Focus on creating profits while Fulfill social responsibility. This is determined by the nature of our country's enterprises. Enterprises are not only profit-making units, but also have multiple tasks. For example, it undertakes almost all social welfare projects and living facilities, showing the characteristics of "enterprise running society", with many names, including voluntary or unwilling enterprises. "Sponsorship", etc.; (2) From the perspective of entrepreneurs, due to the constraints of multiple identities and multiple factors, their pursuit of careers in their operations is Far greater than the pursuit of interests. Since

the economic interests of entrepreneurs are not derived from corporate profits but from corporate costs

entrepreneurs, as agents and managers of state ownership,

< p>Think of business activities as the pursuit of personal career. The motive of profit is not very strong or the only one. This has a dual effect. On the one hand, enterprises themselves often have a lofty pursuit of "profit first"; on the other hand, if this ideal pursuit is affected by many If it is hindered by various factors and multiple identity constraints, it will lead to abnormal phenomena such as "corporate short-term behavior";

(3) The "education" function of our country's enterprises is also very strong of. Socialism

Enterprises shoulder the responsibility of cultivating the "four haves" workforce. From the perspective of the enterprise model, the lifelong employment system and the fine traditions of state ownership and ideological and political work that attach importance to the social scope provide unique conditions for enterprise education.

Special advantages. Different from the Japanese enterprise's idea of ??"management is education", Chinese enterprises pay more attention to the cultivation of the ideological and political quality of employees and ensure the socialist direction of enterprise development.

2.4 Comparison of management characteristics of Chinese and Japanese enterprises

2.4.1 Full participation of all employees in management of Japanese enterprises

In terms of management form, Japanese enterprises are characterized by a Participation of all members

This kind of full participation is reflected in: (1) U-shaped (first top-down, then bottom-up) decision-making is essentially a bottom-up management model.

Converge before making a decision, solicit opinions extensively, and conduct repeated consultations with relevant personnel

The purpose is to pool wisdom and involve all employees; (2) Japanese business members

The division of workers’ responsibilities is comprehensive and not limited to a specific scope

. The responsibilities of employees in Japanese companies are comprehensive. Different from Western companies, which have specific tasks and areas of responsibility, this also determines that all employees are naturally involved in the management process. ;(3) Japanese companies also attach great importance to

guiding the management effectiveness of informal organizations in the company. There are many informal groups in Japanese companies

such as classmates and hometown associations. etc.

Enterprises generally encourage and support the existence of these groups and guide their voluntary organizations

Quality management groups, key research groups, rationalization suggestion groups, etc., widely

Effectively absorb them to participate in various management activities at all levels and allow them to play their management functions. This is an outstanding manifestation of full participation in management.

The culture of all employees participating in management in Japanese companies is ultimately the establishment of the lifelong employment system and the formation of the so-called "labor-management interests" or "luck"

"The unity of *** objectively promotes all employees' concern for the operation, management, development and prosperity of the enterprise.

2.4.2 Management characteristics of Chinese enterprises

Due to the compulsory constraints of culture and institutional models, the management of Chinese enterprises is unique.

(1) Diversification of management objectives. Economic goals

are not the only pursuit of corporate management in our country, including ethical goals, political

goals, personnel management, administrative goals, etc., which are all pursued by enterprises

Indispensable component, and in a specific period, even exceeds the intensity of pursuit of economic goals; (2) The political color of corporate management activities

is strong. This is reflected in: On the one hand, the enterprise is a relatively independent economic entity

On the other hand, it is a national-level administrative organization; ideological and political work

A main line of enterprise management; Relatively independent authority, and

are controlled and influenced by relevant state departments; the enterprise leadership system includes

the ideological and political system of the party committee, and the management methods are not only economic but also

Political (such as political mobilization, administrative orders, ideological politics, etc.); (

From the perspective of the organizational model of management, it focuses on "personnel management". This

This is reflected in the following: the personnel department occupies a prominent and important position in the enterprise department system; enterprise employees are not only concerned about production and operation, but also the cultivation of good interpersonal relationships. Maintaining trust between superiors and subordinates, gaining social recognition for oneself

strictness, developing friendship and trust, and improving prestige

etc., the "interpersonal network effect" in an enterprise is strong; interpersonal factors often Covering

other management factors (such as objectification, institutionalization, scientific factors)

3 Several enlightenments from the comparison of Chinese and Japanese corporate cultures

3.1 Pay attention to corporate culture and strengthen the cultivation of corporate philosophy

Corporate philosophy includes the values ????of an enterprise, that is, the influence of an enterprise on its production and operation formed in the long-term production and operation practice< /p>

A general view on issues such as management behavior, employee work behavior and corporate public image

Management of corporate philosophy is a long-term, comprehensive value. Concept system. It is manifested as a relatively stable theorem and cultural accumulation. Secondly, the corporate philosophy also includes the corporate spirit, that is, the long-term production and operation of the enterprise group. The belief formed is the unremitting pursuit of a specific enterprise based on its own mission, purpose, requirements of the times and development direction.

It is formed over a long period of time. It is the externalization of the corporate value system. Third, corporate philosophy also includes corporate ethics, which is an ethical awareness and moral value of corporate behavior, and also includes the corporate employees' values. Professional ethics.

Research shows that only when the corporate philosophy is regarded as the soul of the entire enterprise operation

can the enterprise have clear goals, organic coordination, and distinct forms

personality, and closely unite employees

to achieve goals, so that they can naturally integrate into this culture, experience and embody this culture, and continue to contribute to it. Perfect and progressive. As a result, corporate philosophy has become

a magnet for strengthening corporate cohesion. Therefore, it is necessary to strengthen corporate concept education and educate employees to "put the customer first", be brave in innovation, pay attention to character cultivation, and contribute to the enterprise and society.

3.2 Establish a "people-oriented" work philosophy, create a learning-oriented enterprise

and create a strong corporate culture atmosphere

"Management is education" has become Japanese corporate culture important characteristics.

With the advent of the era of knowledge economy, competition between enterprises is becoming more and more

reflected in the competition of employee quality. Only people with high quality can

< p>There are high-quality enterprises. The high quality of an employee depends to a large extent on his learning ability. In this sense, in the context of the new era, the essence of enterprise competition is the competition of learning ability. The only advantage of enterprise competition comes from being higher than competitors. ability. IBM

Invests more than 2 billion US dollars in training for internal employees every year

Not only has it established various training academies, it has also established an online university

Learning; Siemens regards training as one of the elements of competition. It has 600 various training centers at home and abroad and participates in various

regular training centers every year. And as many as 150,000 employees receive irregular training. In Japan, new employees are first sent to training institutions to study and receive training. They can only go to work after passing the exam. This has become a system in some Japanese companies. my country's well-known enterprises such as Haier, Lenovo, and Baosteel are also actively exploring the establishment of learning organizations in practice. It can be said that we attach great importance to the learning and training of employees, pay attention to the all-round development of employees, actively create a learning enterprise, form a strong team learning atmosphere within the enterprise, and inspire Employees transform learning

ability into creative ability, thereby achieving the goal of mutual development

of employees and the company. This is exactly what the corporate culture requires and is also the success of the company< /p>

The key.

3.3 Cultivate team spirit and establish a sense of unity between the company and its employees

Awareness

"Panasonic people" put forward this creed: Only everyone in the company can Only by

members' friendly cooperation and sincere unity can we promote progress and development.

Everyone must remember this creed and strive to make the company continue to improve.

We should learn from the strengths of Japan’s corporate culture construction and emphasize that the company is a big family. The company must do its best for its employees, and the employees must serve the company

Employees must fulfill their responsibilities, colleagues must cooperate sincerely, and both labor and management must communicate with each other to overcome difficulties together. At the same time, we attach great importance to cultivating employees' loyalty to the company, establish team spirit, encourage employees to become shareholders, and participate in the company's democratic management to form a "shared interests and shared risks" "The concept of "One Destiny"

combines the personal interests of employees with the interests of the company. While

focusing on the all-round development of employees, it actively promotes employees to care about the company

The development of p>

forms the consciousness of the same body.

3.4,

Political Work

From the comparison of Chinese and Japanese corporate culture, it is not difficult to find that many things in Japanese corporate culture

The Japanese took them from us.

We are well aware that our country’s national culture has a long history, profound heritage, richness and diversity. Therefore, it determines the connotation of China’s corporate culture construction

The richness, uniqueness and diversity of expressions.

Traditional culture is deeply influenced by Confucian culture.

Confucian culture has always

cultivated people's ideological moral character, concepts, sentiments and cultivated their moral character: in

the relationship between people, it emphasized the harmony between people; in dealing with individuals

In social relationships, we advocate dignity and self-control, attach importance to education and influence,

skills, promote social responsibility and hard work, and rarely emphasize selfishness

For example, honesty, loyalty, Be kind, trustworthy, realistic, thrifty, and benevolent

. Therefore, in the construction of corporate culture, we should strengthen the moral education of being a person and the professional ethics education of doing things.