Abstract:
This paper analyses the teamwork system, which is one of the major element of Japanese
style of management.
Emergence of loosely
Structured Organization
(LSO) as a new
paradigm of work organization
in Japanese firms played a vital role in shaping the
teamwork system at planet level. The LSO consists of organic work organization and flat
management
organization
— the combination
was found as perfect match to the small
volume, multi-product,
lean production system which evolved with the diffusion of micro
electronic technology.
The primary objective of group work which was manifested in
such methods as quality control circles, zero defect system, self-managing
groups and
small group activities in 1960s and 1970s was to improve quality of products.
However
these practices of Japanese firms laid down the promoting conditions for team working
under new technology after 1980s. Team working is now considered as a natural way of
getting things done in Japanese factories. Indeed, the Japanese work organization
could
be recognized
as team working.
Assigning
work on one-team,
one-task
method,
developing
multi-skilled
workers, giving wider discretion to workers, maintaining
the
feeling of cohesiveness,
providing appropriate
training facilities,
sluiring
information
with planet level employees, and directing subordinates
with less control are some of the
important characteristics
of Japanese style of team working. A closer look into these
characteristics
makes the Japanese wav unique and forms the "Japan Model"
for
transformation
of industrial practices in other countries in this age of
globalization.
