Amoeba Management Lessons From Japan's Kyocera
A persistent challenge for companies as they grow is how to maintain the high level of dynamism and employee commitment that drove success in the early days. Over the years, thoughtful managers and management theorists have formulated many approaches for dealing with the problem, all aimed at giving...
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MIT Sloan Management Review
2012
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| 520 | |a A persistent challenge for companies as they grow is how to maintain the high level of dynamism and employee commitment that drove success in the early days. Over the years, thoughtful managers and management theorists have formulated many approaches for dealing with the problem, all aimed at giving managers and employees more responsibility and accountability for the performance of their own profit centers. But the authors argue that few companies have taken things as far as Kyocera Corp. Headquartered in Kyoto, Japan, Kyocera produces a range of industrial ceramics, semiconductor components, electronics devices and information and telecommunications equipment. During its more than five decades in business, a key driver of Kyocera's growth and success, the authors say, has been its distinctive entrepreneurial culture, known internally as "amoeba management." Kyocera founder Kazuo Inamori developed the amoeba management system to help ordinary employees without any operations or finance backgrounds see how they can contribute to the success of the business. Within Kyocera, there are some 3,000 amoebas, most of which have between five and 50 employees. They are expected to operate independently and find ways of working with other amoebas to achieve profitable growth. Amoebas share their plans with senior managers at plantwide assemblies. Hourly efficiency is the primary measure of amoeba performance. The ratio allows management to make profitability comparisons across amoebas and time. The authors note that Kyocera's system is better suited for business environments characterized by intense competition and fast technological change, because companies in such environments require decentralized structures. | ||
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| spelling | Spear, Steven VerfasserIn aut Amoeba Management Lessons From Japan's Kyocera Spear, Steven 1st edition. [Erscheinungsort nicht ermittelbar] MIT Sloan Management Review 2012 1 online resource (7 p.) Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier A persistent challenge for companies as they grow is how to maintain the high level of dynamism and employee commitment that drove success in the early days. Over the years, thoughtful managers and management theorists have formulated many approaches for dealing with the problem, all aimed at giving managers and employees more responsibility and accountability for the performance of their own profit centers. But the authors argue that few companies have taken things as far as Kyocera Corp. Headquartered in Kyoto, Japan, Kyocera produces a range of industrial ceramics, semiconductor components, electronics devices and information and telecommunications equipment. During its more than five decades in business, a key driver of Kyocera's growth and success, the authors say, has been its distinctive entrepreneurial culture, known internally as "amoeba management." Kyocera founder Kazuo Inamori developed the amoeba management system to help ordinary employees without any operations or finance backgrounds see how they can contribute to the success of the business. Within Kyocera, there are some 3,000 amoebas, most of which have between five and 50 employees. They are expected to operate independently and find ways of working with other amoebas to achieve profitable growth. Amoebas share their plans with senior managers at plantwide assemblies. Hourly efficiency is the primary measure of amoeba performance. The ratio allows management to make profitability comparisons across amoebas and time. The authors note that Kyocera's system is better suited for business environments characterized by intense competition and fast technological change, because companies in such environments require decentralized structures. Career development Leadership Teams in the workplace Organizational behavior Plan de carrière Équipes de travail Comportement organisationnel Tombak, Mihkel VerfasserIn aut Cummings, Jonathon VerfasserIn aut Van Maanen, John VerfasserIn aut Klein, Janice VerfasserIn aut Yukl, Gary VerfasserIn aut Ancona, Deborah VerfasserIn aut Hiromoto, Toshiro VerfasserIn aut Adler, Ralph VerfasserIn aut Safari, an O'Reilly Media Company. MitwirkendeR ctb TUM01 ZDB-30-ORH TUM_PDA_ORH https://learning.oreilly.com/library/view/-/53863MIT54114/?ar X:ORHE Aggregator lizenzpflichtig Volltext |
| spellingShingle | Spear, Steven Tombak, Mihkel Cummings, Jonathon Van Maanen, John Klein, Janice Yukl, Gary Ancona, Deborah Hiromoto, Toshiro Adler, Ralph Amoeba Management Lessons From Japan's Kyocera Career development Leadership Teams in the workplace Organizational behavior Plan de carrière Équipes de travail Comportement organisationnel |
| title | Amoeba Management Lessons From Japan's Kyocera |
| title_auth | Amoeba Management Lessons From Japan's Kyocera |
| title_exact_search | Amoeba Management Lessons From Japan's Kyocera |
| title_full | Amoeba Management Lessons From Japan's Kyocera Spear, Steven |
| title_fullStr | Amoeba Management Lessons From Japan's Kyocera Spear, Steven |
| title_full_unstemmed | Amoeba Management Lessons From Japan's Kyocera Spear, Steven |
| title_short | Amoeba Management |
| title_sort | amoeba management lessons from japan s kyocera |
| title_sub | Lessons From Japan's Kyocera |
| topic | Career development Leadership Teams in the workplace Organizational behavior Plan de carrière Équipes de travail Comportement organisationnel |
| topic_facet | Career development Leadership Teams in the workplace Organizational behavior Plan de carrière Équipes de travail Comportement organisationnel |
| url | https://learning.oreilly.com/library/view/-/53863MIT54114/?ar |
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