The Japanese have always loved fresh fish. But the waters close to
Japan have not held many fish for decades. So to feed the Japanese
population, fishing boats got bigger and went farther than ever.
The farther the fishermen went, the longer it took to bring in the
fish. If the return trip took more than a few days, the fish were
not fresh.
The Japanese did not like the taste.
To solve this problem, fishing companies installed freezers on
their boats.
They would catch the fish and freeze them at sea. Freezers allowed
the boats to go farther and stay longer. However, the Japanese
could taste the difference between fresh and frozen and they did
not like frozen fish.
The frozen fish brought a lower price. So fishing companies
installed fish tanks. They would catch the fish and stuff them in
the tanks, fin to fin. After a little thrashing around, the fish
stopped moving. They were tired and dull, but alive. Unfortunately,
the Japanese could still taste the difference. Because the fish did
not move for days, they lost their fresh-fish taste. The Japanese
preferred the lively taste of fresh fish, not sluggish fish.
So how did Japanese fishing companies solve this problem? How do
they get fresh-tasting fish to Japan? If you were consulting the
fish industry, what would you recommend?
How Japanese Fish Stay Fresh:
To keep the fish tasting fresh, the Japanese fishing companies
still put the fish in the tanks. But now they add a small shark to
each tank. The shark eats a few fish, but most of the fish arrive
in a very lively state. The fish are challenged.
Have you realized that some of us are also living in a pond but
most of the time tired & dull, so we need a Shark in our life to
keep us awake and moving? Basically in our lives Sharks are new
challenges to keep us active and taste better...
The more intelligent, persistent and competent you are, the more
you enjoy a challenge.
If your challenges are the correct size, and if you are steadily
conquering those challenges, you are Conqueror. You think of your
challenges and get energized. You are excited to try new solutions.
From India, Hyderabad
40Japan have not held many fish for decades. So to feed the Japanese
population, fishing boats got bigger and went farther than ever.
The farther the fishermen went, the longer it took to bring in the
fish. If the return trip took more than a few days, the fish were
not fresh.
The Japanese did not like the taste.
To solve this problem, fishing companies installed freezers on
their boats.
They would catch the fish and freeze them at sea. Freezers allowed
the boats to go farther and stay longer. However, the Japanese
could taste the difference between fresh and frozen and they did
not like frozen fish.
The frozen fish brought a lower price. So fishing companies
installed fish tanks. They would catch the fish and stuff them in
the tanks, fin to fin. After a little thrashing around, the fish
stopped moving. They were tired and dull, but alive. Unfortunately,
the Japanese could still taste the difference. Because the fish did
not move for days, they lost their fresh-fish taste. The Japanese
preferred the lively taste of fresh fish, not sluggish fish.
So how did Japanese fishing companies solve this problem? How do
they get fresh-tasting fish to Japan? If you were consulting the
fish industry, what would you recommend?
How Japanese Fish Stay Fresh:
To keep the fish tasting fresh, the Japanese fishing companies
still put the fish in the tanks. But now they add a small shark to
each tank. The shark eats a few fish, but most of the fish arrive
in a very lively state. The fish are challenged.
Have you realized that some of us are also living in a pond but
most of the time tired & dull, so we need a Shark in our life to
keep us awake and moving? Basically in our lives Sharks are new
challenges to keep us active and taste better...
The more intelligent, persistent and competent you are, the more
you enjoy a challenge.
If your challenges are the correct size, and if you are steadily
conquering those challenges, you are Conqueror. You think of your
challenges and get energized. You are excited to try new solutions.
From India, Hyderabad
A good thought to work on. We really learn quite a lot of simple yet effective techniques from the Japanese. Regards Uma
From India, Madras
From India, Madras
Hello,
It is a very nice story and with a lesson.
Japanese are famous for innovting many new things, one example is
When the Americans went to space there was a problem of writing with a pen, because the temperature was so low the pen could not write.
They did a lot of research, worked on it for years to find a solution for this and finally got a pen which can write in low temperatures.
what JAPANESE did for this: They took some pencils and used them for writing. :wink:
Regards,
Prof. Nivedita
From Germany
It is a very nice story and with a lesson.
Japanese are famous for innovting many new things, one example is
When the Americans went to space there was a problem of writing with a pen, because the temperature was so low the pen could not write.
They did a lot of research, worked on it for years to find a solution for this and finally got a pen which can write in low temperatures.
what JAPANESE did for this: They took some pencils and used them for writing. :wink:
Regards,
Prof. Nivedita
From Germany
Dear Prof. Nivedita,
Your example is an excellent one. its always true in our life that we do not identify the resources available within our hands reach, instead we break our head to find new and unidentifiable resources to complete a job as did americans
regards
Chinna
From Ireland, Dublin
Your example is an excellent one. its always true in our life that we do not identify the resources available within our hands reach, instead we break our head to find new and unidentifiable resources to complete a job as did americans
regards
Chinna
From Ireland, Dublin
Hello! THat story was class, some thing similar to : the finest of steel comes through deadly fire freeing itself from all volatile impurites! best regards Jeevan
From India, Pune
From India, Pune
Thanks Mallet for sharing this wonderful story, I got some more information on Japanese Mgmt, so thought of sharing it with you all.
JAPANESE MANAGEMENT- SOME FACTS ABOUT JAPANESE MANAGEMENT
The culture of Japanese management so famous in the West is generally limited to Japan's large corporations. These flagships of the Japanese economy provide their workers with excellent salaries and working conditions and secure employment. These companies and their employees are the business elite of Japan. A career with such a company was the dream of many young people in Japan, but only a select few attain these jobs. Qualification for employment is limited to the men and the few women who graduate from the top thirty colleges and universities in Japan.
Placement and advancement of Japanese workers is heavily based on educational background. Students who do not gain admission to the most highly rated colleges only rarely have the chance to work for a large company. Instead, they have to seek positions in small and medium-sized firms that can not offer comparable benefits and prestige. The quality of one's education and, more important, the college attended, play decisive roles in a person's career.
Few Japanese attend graduate school, and graduate training in business per se is rare. There are only a few business school programs in Japan. Companies provide their own training and show a strong preference for young men who can be trained in the company way. Interest in a person whose attitudes and work habits are shaped outside the company is low. When young men are preparing to graduate from college, they begin the search for a suitable employer. This process has been very difficult: there are only a few positions in the best government ministries, and quite often entry into a good firm is determined by competitive examination. The situation is becoming less competitive, with a gradual decrease in the number of candidates. New workers enter their companies as a group on April 1 each year.
One of the prominent features of Japanese management is the practice of permanent employment (shushin koyo). Permanent employment covers the minority of the work force that work for the major companies. Management trainees, traditionally nearly all of whom were men, are recruited directly from colleges when they graduate in the late winter and, if they survive a six-month probationary period with the company, are expected to stay with the companies for their entire working careers. Employees are not dismissed thereafter on any grounds, except for serious breaches of ethics.
Permanent employees are hired as generalists, not as specialists for specific positions. A new worker is not hired because of any special skill or experience; rather, the individual's intelligence, educational background, and personal attitudes and attributes are closely examined. On entering a Japanese corporation, the new employee will train from six to twelve months in each of the firm's major offices or divisions. Thus, within a few years a young employee will know every facet of company operations, knowledge which allows companies to be more productive.
Another unique aspect of Japanese management is the system of promotion and reward. An important criterion is seniority. Seniority is determined by the year an employee's class enters the company. Career progression is highly predictable, regulated, and automatic. Compensation for young workers is quite low, but they accept low pay with the understanding that their pay will increase in regular increments and be quite high by retirement. Compensation consists of a wide range of tangible and intangible benefits, including housing assistance, inexpensive vacations, good recreational facilities, and, most important, the availability of low-cost loans for such expenses as housing and a new automobile. Regular pay is often augmented by generous semiannual bonuses. Members of the same graduating class usually start with similar salaries, and salary increases and promotions each year are generally uniform. The purpose is to maintain harmony and avoid stress and jealousy within the group.
Individual evaluation, however, does occur. Early in workers' careers, by age thirty, distinctions are made in pay and job assignments. During the latter part of workers' careers, another weeding takes place, as only the best workers are selected for accelerated advancement into upper management. Those employees who fail to advance are forced to retire from the company in their midto -late fifties. Retirement does not necessarily mean a life of leisure. Poor pension benefits and modest social security means that many people have to continue working after retiring from a career. Many management retirees work for the smaller subsidiaries of the large companies, with another company, or with the large company itself at substantially lower salaries.
A few major corporations in the late 1980s were experimenting with variations of permanent employment and automatic promotion. Some rewarded harder work and higher production with higher raises and more rapid promotions, but most retained the more traditional forms of hiring and advancement. A few companies that experienced serious reverses laid off workers, but such instances were rare.
Another aspect of Japanese management is the company union, which most regular company employees are obliged to join. The worker do not have a separate skill identification outside of the company. Despite federations of unions at the national level, the union does not exist as an entity separate from, or with an adversarial relationship to, the company. The linking of the company with the worker puts severe limits on independent union action, and the worker does not wish to harm the economic wellbeing of the company. Strikes are rare and usually brief.
Japanese managerial style and decision making in large companies emphasizes the flow of information and initiative from the bottom up, making top management a facilitator rather than the source of authority, while middle management is both the impetus for and the shaper of policy. Consensus is stressed as a way of arriving at decisions, and close attention is paid to workers' well-being. Rather than serve as an important decision maker, the ranking officer of a company has the responsibility of maintaining harmony so that employees can work together.
Cheers
Archna
From India, Delhi
JAPANESE MANAGEMENT- SOME FACTS ABOUT JAPANESE MANAGEMENT
The culture of Japanese management so famous in the West is generally limited to Japan's large corporations. These flagships of the Japanese economy provide their workers with excellent salaries and working conditions and secure employment. These companies and their employees are the business elite of Japan. A career with such a company was the dream of many young people in Japan, but only a select few attain these jobs. Qualification for employment is limited to the men and the few women who graduate from the top thirty colleges and universities in Japan.
Placement and advancement of Japanese workers is heavily based on educational background. Students who do not gain admission to the most highly rated colleges only rarely have the chance to work for a large company. Instead, they have to seek positions in small and medium-sized firms that can not offer comparable benefits and prestige. The quality of one's education and, more important, the college attended, play decisive roles in a person's career.
Few Japanese attend graduate school, and graduate training in business per se is rare. There are only a few business school programs in Japan. Companies provide their own training and show a strong preference for young men who can be trained in the company way. Interest in a person whose attitudes and work habits are shaped outside the company is low. When young men are preparing to graduate from college, they begin the search for a suitable employer. This process has been very difficult: there are only a few positions in the best government ministries, and quite often entry into a good firm is determined by competitive examination. The situation is becoming less competitive, with a gradual decrease in the number of candidates. New workers enter their companies as a group on April 1 each year.
One of the prominent features of Japanese management is the practice of permanent employment (shushin koyo). Permanent employment covers the minority of the work force that work for the major companies. Management trainees, traditionally nearly all of whom were men, are recruited directly from colleges when they graduate in the late winter and, if they survive a six-month probationary period with the company, are expected to stay with the companies for their entire working careers. Employees are not dismissed thereafter on any grounds, except for serious breaches of ethics.
Permanent employees are hired as generalists, not as specialists for specific positions. A new worker is not hired because of any special skill or experience; rather, the individual's intelligence, educational background, and personal attitudes and attributes are closely examined. On entering a Japanese corporation, the new employee will train from six to twelve months in each of the firm's major offices or divisions. Thus, within a few years a young employee will know every facet of company operations, knowledge which allows companies to be more productive.
Another unique aspect of Japanese management is the system of promotion and reward. An important criterion is seniority. Seniority is determined by the year an employee's class enters the company. Career progression is highly predictable, regulated, and automatic. Compensation for young workers is quite low, but they accept low pay with the understanding that their pay will increase in regular increments and be quite high by retirement. Compensation consists of a wide range of tangible and intangible benefits, including housing assistance, inexpensive vacations, good recreational facilities, and, most important, the availability of low-cost loans for such expenses as housing and a new automobile. Regular pay is often augmented by generous semiannual bonuses. Members of the same graduating class usually start with similar salaries, and salary increases and promotions each year are generally uniform. The purpose is to maintain harmony and avoid stress and jealousy within the group.
Individual evaluation, however, does occur. Early in workers' careers, by age thirty, distinctions are made in pay and job assignments. During the latter part of workers' careers, another weeding takes place, as only the best workers are selected for accelerated advancement into upper management. Those employees who fail to advance are forced to retire from the company in their midto -late fifties. Retirement does not necessarily mean a life of leisure. Poor pension benefits and modest social security means that many people have to continue working after retiring from a career. Many management retirees work for the smaller subsidiaries of the large companies, with another company, or with the large company itself at substantially lower salaries.
A few major corporations in the late 1980s were experimenting with variations of permanent employment and automatic promotion. Some rewarded harder work and higher production with higher raises and more rapid promotions, but most retained the more traditional forms of hiring and advancement. A few companies that experienced serious reverses laid off workers, but such instances were rare.
Another aspect of Japanese management is the company union, which most regular company employees are obliged to join. The worker do not have a separate skill identification outside of the company. Despite federations of unions at the national level, the union does not exist as an entity separate from, or with an adversarial relationship to, the company. The linking of the company with the worker puts severe limits on independent union action, and the worker does not wish to harm the economic wellbeing of the company. Strikes are rare and usually brief.
Japanese managerial style and decision making in large companies emphasizes the flow of information and initiative from the bottom up, making top management a facilitator rather than the source of authority, while middle management is both the impetus for and the shaper of policy. Consensus is stressed as a way of arriving at decisions, and close attention is paid to workers' well-being. Rather than serve as an important decision maker, the ranking officer of a company has the responsibility of maintaining harmony so that employees can work together.
Cheers
Archna
From India, Delhi
Dear Mallet ,
The story was an intresting ones. This shows that Japanese always want the best one and if they dont get it they will innovate new procedure to get it.
It is true that we also sometimes are tired and dull this will not allow us cope up with the competency in the world .
I Agree that always we must be active and get Innovative Ideas , Then we can surely come up with theFlying colours
Warm Regards
Nithya
From India, Madras
The story was an intresting ones. This shows that Japanese always want the best one and if they dont get it they will innovate new procedure to get it.
It is true that we also sometimes are tired and dull this will not allow us cope up with the competency in the world .
I Agree that always we must be active and get Innovative Ideas , Then we can surely come up with theFlying colours
Warm Regards
Nithya
From India, Madras
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1 How to wirte a short story - 16092008.jpg
The story about the tiny frogs(good one).pps