Emphasize "the same life"; Attach importance to spiritual morality; Implement full staff management and flexible management; Focus on creativity. Facing the development trend of globalization, informationization, knowledge and ecology, it is necessary to reposition and adjust the corporate culture.
Extended data:
Japanese corporate culture is most obviously reflected in the following characteristics:
1, loyalty
Japanese companies attach great importance to employee loyalty, and employees are loyal to their superiors, enterprises and companies. Japanese companies value competence and loyalty. At the same time, Japanese employees also regard loyal enterprises as the glory of life. In Japan, disloyal people will be cast aside. Japanese employees always safeguard the glory of their own enterprises and do not allow anyone to insult their own enterprises.
2, people-oriented, pay attention to the play of team spirit.
The Japanese nation has been a farming nation for a long time in history, with a single race, deeply influenced by Confucian culture in China, a long-term familism cultural tradition, and a strong spirit of cooperation and collective consciousness. Japan's nationalist tradition and the team spirit associated with it have penetrated into various systems, methods and habits of corporate culture and management, making all employees of the enterprise form a "destiny".
3. Very good
As a small island country, Japan is short of resources. In order to cope with this situation, the Japanese have developed excellent cultural habits, and some even think that the Japanese are too formal. Japanese companies are not allowed to have problems with details, and they are used to examining employees from details. In order to pursue perfection in detail, Japanese employees will spend a lot of time solving seemingly trivial problems.
4. Don't take the lead in innovation
However, according to individual capital's perfection of details, most Japanese entrepreneurs are risk-averse and unwilling to pay the high-risk cost of innovation, but what makes Japanese enterprises respectable is that they minimize the imitation time lag. Often, European and American companies quickly develop new technologies, and Japanese companies spend huge sums of money to buy them and digest and absorb them in a very short time.
Then use the world's leading technology to quickly produce finished products, and their products are often superior to European and American competitors in quality and price. By extension, those elites who are brilliant but ignore details are often not well developed in Japanese enterprises. The reason is that bosses are used to examining employees' performance in detail. The devil is in the details.
Baidu Encyclopedia-Japanese Corporate Culture
People's Network-Feel Japanese Corporate Culture: "Brainwashing" Education