Psychology of management

The second principle:
a worker tries to do his/her work better. Any worker who has 
proved that (s)he can do more and of better quality gets independence in work, a bonus, and a 
pay-rise. In this manner Japanese managers stimulate constant qualification improvement of their 
labor force. If a worker masters a few technical specialties, (s)he can work in other brigades and 
substitute his/her mates. For the second principle’s realization Japanese managers have 
developed 
the two administrative methods
: 
1.
Life-employment
of the staff. Getting employment for life employees need not worry 
of unemployment and they can learn much of what will enhance their company’s profit-making. 
Japanese workers welcome changes in technology and are not afraid of unemployment. They are 
not afraid of being changed by a machine because they know that they will be re-taught for 
another job. 

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34 
2.
Bonus-system
and financial incentives for workers if the company’s profits rise. 
During the recession periods all the employees get less. But in an unfavorable situation all 
executives get an even smaller percentage payment than workers. It is believed that workers on 
their part always do their best and they shouldn’t be punished if profits decrease. Responsible for 
this should be their immediate managers and the administration in general. It is they on whom all 
the blame should be put for miscalculations and mistakes in economic policies. 
The third principle: Workers make up a “family”
. Japanese keep to the idea of 
employers and employees comprising a wholesome social unit. All the company members have 
mutual obligation and fulfil their general duty to the society. Salary is just one kind of 
remuneration. The other kind is the satisfying the need in “eme”, i.e. the need in support and 
belonging to a group. The Japanese have developed three administrative methods for realizing 
this principle: 
1. Company employees render support, sympathy, help to a newcomer, expecting from 
him the same behavior concerning them in future. Being a part of a corporate family means a 
belief that the family takes the responsibility for well-being of each member. An employee offers 
a company loyalty similar to that in a family. The system of relations “a person – corporation” is 
valued higher than just a financial treaty. In the Japanese language there is the word “
uchi
” 
which comprises the meanings of “family” and “company”. Japanese use the same word to 
denote a family and a company. They believe that relatives and friends should be partners in 
business. 
2. Their free time employees spend 
together
. In Japan the world of men is sharply 
separated from that of women, and time spent on informal communication between 
representatives of different sexes is limited. Spouses, for example, spend very little time 
together, each of them rests mostly separately. An “ideal” Japanese comes home by midnight by 
reason of official duties. Company employees often have their supper not at home, but at a café 
or at a restaurant with colleagues and continue discussing their work affairs. Very often this is 
just the time when the most important problems are solved and important agreements are 
reached. 
3.