Provolution
Sage of Quatronia
Dear People
I have added a primer on the Japanese Ringi system for decision.making.
Even though some may not respect my humble proposals to make Japanatica more effective, I still hope that some people may consider the real Japan deal. Japan is beyond samurais as an UU, a militaristic and religious culture with some weird food traditions, karaoke and karate, also a Civilization with a very distinct decisionmaking culture that have been exported to the West.
So for those who wants to learn a little bit on the thinking behind such a system, please read on, if it takes to much of your valuable time, or it is to heavy and analytical for you, please check out this link for localized US colloquial translation at your behest http://www.asksnoop.com/
__________________________
The traditional way of Japanese organizational decision making is the
Ringi System (Ouchi, 1981). This system started in the 19th century, by
leaving the substantial job of policymaking to the lower-upper or uppermiddle
level members of the hierarchy, in order to make it possible for the top
to escape from taking responsibility, by imputing it to those who made the
drafts of the policies. The word Ringi means obtaining approval on a proposed matter through vertical, and sometimes horizontal,
circulation of documents to the concerned members in the organization. As an
administrative procedure, it consists of four steps: proposal, circulation, approval, and record. From this process, it is the middle management who take or are expected to take the initiative in making
proposals and making the substantial decisions, and the seniors manage political affairs to back up them. Under this Ringi
System many people including lower management automatically participate in the decision-making process.
In addition, the Ringi System also has some other advantages that attributed to the uniqueness of Japanese management system such as fewer aspects of the decision are overlooked, the trauma that accompanies change is reduced, participants feel committed to implementing a decision they have helped to formulate, and far bolder decisions can be made. There is no denying that the rapid growth of the Japanese economy after the War was supported by this
organizational decision making system.
I have added a primer on the Japanese Ringi system for decision.making.
Even though some may not respect my humble proposals to make Japanatica more effective, I still hope that some people may consider the real Japan deal. Japan is beyond samurais as an UU, a militaristic and religious culture with some weird food traditions, karaoke and karate, also a Civilization with a very distinct decisionmaking culture that have been exported to the West.
So for those who wants to learn a little bit on the thinking behind such a system, please read on, if it takes to much of your valuable time, or it is to heavy and analytical for you, please check out this link for localized US colloquial translation at your behest http://www.asksnoop.com/
__________________________
The traditional way of Japanese organizational decision making is the
Ringi System (Ouchi, 1981). This system started in the 19th century, by
leaving the substantial job of policymaking to the lower-upper or uppermiddle
level members of the hierarchy, in order to make it possible for the top
to escape from taking responsibility, by imputing it to those who made the
drafts of the policies. The word Ringi means obtaining approval on a proposed matter through vertical, and sometimes horizontal,
circulation of documents to the concerned members in the organization. As an
administrative procedure, it consists of four steps: proposal, circulation, approval, and record. From this process, it is the middle management who take or are expected to take the initiative in making
proposals and making the substantial decisions, and the seniors manage political affairs to back up them. Under this Ringi
System many people including lower management automatically participate in the decision-making process.
In addition, the Ringi System also has some other advantages that attributed to the uniqueness of Japanese management system such as fewer aspects of the decision are overlooked, the trauma that accompanies change is reduced, participants feel committed to implementing a decision they have helped to formulate, and far bolder decisions can be made. There is no denying that the rapid growth of the Japanese economy after the War was supported by this
organizational decision making system.