The Making of a Japanese Manager
Abstract
Japanese companies encourage a one‐to‐one apprenticeship style training, in which social activities form an integral part, loyalty being slowly nurtured through the junior manager's relationship with his immediate supervisor. Examples of staff development within automobile, steel and food companies show that once the subordinate has outgrown the apprenticeship role, the one‐to‐one bond diffuses to a generalised, company‐directed loyalty. The training is so company‐specific that it does not produce malleable human capital, a problem which may need to be faced as Japanese companies continue to reduce the workforce in response to the post‐1970s oil crisis recession.
Keywords
Citation
Suzuki, N. and Skaperdas, K. (1985), "The Making of a Japanese Manager", Journal of Management Development, Vol. 4 No. 2, pp. 54-61. https://doi.org/10.1108/eb051582
Publisher
:MCB UP Ltd
Copyright © 1985, MCB UP Limited