By Kazuki Hamada, Kazuki Hamada
With elevated pageant between company teams, businesses have to improve the price in their enterprise and successfully deal with person organisations. This publication explores and elucidates company team and inter-firm administration in jap environments, either theoretically and essentially via case reports, survey examine and different methodologies. In contemplating the concept that of the "Keiretsu" in Japan, in addition to different administration tools hired by means of jap businesses, this ebook presents huge insurance on uniquely jap administration tools. Examples are the appliance of review approach, execution of M&A, usage of section details, administration of inter-firm relatives, and organizational studying. The analyses, hypotheses and conclusions offered during this booklet could be necessary for enterprise practitioners and students.
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Additional info for Business Group Management in Japan
The second question concerns the purpose, the manner, and the methods of establishing the pure HD organization. We cannot describe the MCS of HD by the static classification, which is the relationship between headquarters and subsidiaries at some point. Therefore, we show diagrammatically a “dynamic classification” in Fig. 1. The “dynamic” means that we described the restructuring process being used by pure HD. Thus, each company’s position in this figure will change continually. Restructuring Type Portfolio type g r o u p i n t e r - INAX Tostem JS Group Mitsubishi Pharmacy Tanabe Seiyaku Hybrid Type g r o u p i n t r a - Japan Energy Nippon Nippon Mining HD Kawasak JFE i steel NKK HD Nisyo iwai Tomen KONICA MINOLTA KONICA MINOLTA HD Sojitz Mitsubishi Chemical HD Fuji Electric HD Layered organizational structure Asahi KASEI DOWA HD Flat organizational structure Fig.
2) Formulation and communication of the business divisions and related companies; for Type I and Type II. (3) Establishment and indication of the individual goals of the business divisions and related companies; for Type I. Resource allocation: Investigation of an optimal group management system and formulation of a resource allocation plan; these activities should always be executed for Type I group management, and should be performed as the circumstances demand in Type II and Type III. Strategic control: (1) Decisions as to performance evaluation indicators; for all types of group management, with detailed decisions for Type I.
In recent years, the numbers of overseas subsidiaries in global companies, such as electric companies and office machine companies, which deal with many products, have increased, such that integral information on the businesses at home and abroad has become crucial. When the horizontal and vertical divisions of labor systems are taken, not only the evaluation of each company and each function, but also the evaluation of each business is necessary, as I mentioned in the previous section. One example of a matrix evaluation system is provided by Canon.