Japanese style of team working: the unique way and characteristics

Abstract

This paper analyses the teamwork system, which is one of the major element of Japanese style of management. Emergence of loosely Structured Organization (LSO) as a new paradigm of work organization in Japanese firms played a vital role in shaping the teamwork system at planet level. The LSO consists of organic work organization and flat management organization — the combination was found as perfect match to the small volume, multi-product, lean production system which evolved with the diffusion of micro electronic technology. The primary objective of group work which was manifested in such methods as quality control circles, zero defect system, self-managing groups and small group activities in 1960s and 1970s was to improve quality of products. However these practices of Japanese firms laid down the promoting conditions for team working under new technology after 1980s. Team working is now considered as a natural way of getting things done in Japanese factories. Indeed, the Japanese work organization could be recognized as team working. Assigning work on one-team, one-task method, developing multi-skilled workers, giving wider discretion to workers, maintaining the feeling of cohesiveness, providing appropriate training facilities, sluiring information with planet level employees, and directing subordinates with less control are some of the important characteristics of Japanese style of team working. A closer look into these characteristics makes the Japanese wav unique and forms the "Japan Model" for transformation of industrial practices in other countries in this age of globalization.