Five hidden rules in the mainstream corporate cult

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The five hidden rules in the mainstream corporate culture of Japan

things in the world are like chess. When the Japanese yen economy swept the world in the 1980s, Japanese enterprises were widely praised. The lifelong employment system and collectivism became the model of international enterprises. However, when the Japanese economy fell into a lost decade, Japanese enterprises became the target of criticism because of lack of innovation and slow response. However, so far, in the Fortune 500 rankings, Japanese enterprises abound; The shadow of famous Japanese enterprises can be seen in almost all important industries under the modern market economy system. Compared with the innovative, rebellious and vigorous corporate culture of the United States, Japanese corporate culture has its own characteristics, which is not only the motivation for Japanese enterprises to dominate the world, but also the shackle restricting the further development of Japanese enterprises. The author tries to sort out the hidden rules in the mainstream corporate culture in Japan

hidden rules are no different from endangering public safety in dangerous ways. First, the primary standard for evaluating employees is loyalty to the enterprise. Personal ability and sense of cooperation are not unimportant, but their weight in the evaluation system is lower than the former. The elites in Chinese business circles are keen to pile up the experiences of different companies in their resumes. It seems that the more bosses and companies they fire, the stronger their personal ability. In the eyes of Japanese white-collar workers, this is exactly a career taboo. Although the life-long employment system has been abolished in name, many people still choose to stick to the same principle. Many companies also take the non active layoff as a basic criterion. If the employees are too poor, they will use the method of no salary increase to convey the message. Job hopping is not impossible, but not too frequent, and convincing reasons should be given in the next application. Because in the eyes of Japanese entrepreneurs, a person who has abandoned his previous company is absolutely untrustworthy

hidden rule 2: the best strategy is to stay in the middle reaches of an enterprise for long-term development. This rule is especially applicable to college graduates who are new to the workplace. To develop in Japanese companies for a long time, you must be patient. In the subconscious of many Japanese, it is the best state not to lag behind others. If these attractive products have generated a lot of hype, people who are too keen on self-expression will not only incur the disgust and resistance of colleagues, but also the boss may feel threatened and ruthlessly suppress them. The Chinese philosophy that wood shows in the forest and wind destroys it also applies to Japanese enterprises

unspoken rule 3, using people without acoustics - measuring sound absorption coefficient and acoustic impedance with standing wave tubes Part 1: standing wave ratio method ISO 10534 ⑴: 1996 suspect, suspect not. Newcomers to the company often do some trivial and meticulous work. Many people feel bored. In fact, this is the first step for the management to test the employees. After passing this test, especially in some small and medium-sized companies, the management often gives employees a lot of freedom to do an important thing, so as to examine an employee's ability to cope with pressure, integrate various resources and coordinate various relationships. Once employees pass this test, they may be reused, or they will be labeled as useless. This approach, which determines whether the next thing is assigned to a specific employee from the success of each thing, seems unreasonable not to give the wrong employee a second chance. In fact, it requires employees to concentrate on completing each task, which helps to improve the efficiency of the company

hidden rule 4: do not take the lead in innovation, but make the details to the extreme. According to economic terms, Japanese entrepreneurs are mostly risk averse. They are not willing to pay the high risk cost of innovation. However, the respect of Japanese enterprises lies in the minimization of imitation delay. It is often not long after European and American enterprises develop new technologies that Japanese enterprises buy them with huge sums of money, digest and absorb them in a very short time, and then quickly produce finished products with the world's leading technology. Moreover, their products are often superior to European and American competitors in terms of quality and price. By extension, those elites who are brilliant and bold but ignore the details often do not get good development in Japanese enterprises. The reason is that bosses are used to examining employees' performance in detail. The devil is in the details

hidden rule 5: women are still hard to be reused. There are still few women at the top of Japanese business and political circles. Most Japanese men and women insist that it is imperative for women to explore the new development path of plastic granulator technology. It is natural for women to resign after marriage to take care of their families. In Japan, strong women are more of a derogatory term. It is said that Japanese female college graduates will still try to find a job when they are employed, but the purpose is not for career and money, but to find a golden turtle son-in-law. Because once you find a good husband, you can stop working after marriage. Isn't it fun? (end)

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