By William M. Tsutsui
Eastern is the envy of the area for its effective and humane administration practices. but, as William Tsutsui argues, the origins and implications of "Japanese-style administration" are poorly understood. opposite to frequent trust, Japan's acclaimed suggestions will not be fairly novel or perhaps in particular eastern. Tsutsui lines the roots of those practices to clinical administration, or Taylorism, an American idea that arrived in Japan on the flip of the century. in the course of next a long time, this imported version was once embraced--and eventually transformed--in Japan's commercial workshops. Imitation gave upward thrust to innovation as eastern managers sought a "revised" Taylorism that mixed mechanistic potency with admire for the humanity of work. Tsutsui's groundbreaking learn charts Taylorism's eastern incarnation, from the "efficiency circulate" of the Twenties, via Depression-era "rationalization" and wartime mobilization, as much as postwar "productivity" drives and quality-control campaigns. Taylorism grew to become greater than a administration device; its unfold past the manufacturing facility was once a powerful highbrow template in debates over fiscal development, social coverage, and political authority in glossy Japan. Tsutsui's ancient and comparative views demonstrate the centrality of jap Taylorism to ongoing discussions of Japan's government-industry family and the evolution of Fordist mass creation. He compels us to reconsider what implications Japanese-style administration has for Western industries, in addition to the way forward for Japan itself.
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Sample text
One Japanese National Railways technician recalled that “when I was appointed to my post [in 1908] there were just a few school graduates on the staff. Management of the shop floor was entrusted to foremen. 12 As had been the case in the United States several decades earlier, this spread of direct managerial responsibility over factory work provided a powerful stimulus to the development of systematic approaches to labor and production management. The swelling ranks of professional middle managers and technicians required suitable methodologies and ideologies to guide them in their newly established duties.
29 Ueno, N¯ oritsu handobukku, 1:71; Takahashi Mamoru, “Kagakuteki kanrih¯o” to Nihon kigy¯o (Ochanomizu shob¯o, 1994), 69, 82–83. 30 Hugo Munsterberg’s Psychology and Industrial Efficiency, for example, was translated in 1915 by a member of the Deposits Bureau’s General Affairs Section who was studying psychological selection of workers and improved methods for using the abacus. Wakabayashi Yonekichi conducted fatigue research and work study in the Post Office and was a noted commentator on Taylorism in the 1920s.
43 And Ikeda T¯oshir¯o lamented in 1930 that “ninety-nine out of a hundred people regard Taylor’s methods as some sort of specially concocted miracle drug or magic potion. ”44 Even if Taylorism could not live up to such inflated expectations, most observers of the 1910s and 1920s recognized the pressing need to improve management methods and instill a spirit of efficiency in Japanese industry. In one commentator’s view, “Japan is certainly not well endowed with resources and its population is constantly increasing.