It is possible to consider in more detail process of decision-making by group. Essence of system Rings that decisions have to be made by consensus. The system demands that the decision was made by all. If someone against, the offer comes back to his initiator. This approach is still kept though the procedural part of system Rings underwent changes. Each offer is discussed in informal groups. The decision is never passed for official discussion without the informal.
Japanese are susceptible to new ideas. They love studies on others mistakes and to benefit by others experience. They attentively watch the events in the world and systematically fill up information from abroad. They borrow and quickly acquire new technological methods and processes. Japanese workers do not show resistance to introduction of novelties of technical progress. An innovation - a basis of economic growth, and Japanese are sincerely committed to it.
Initially the control and management system for quality was based on quality circles. According to the founder and the theorist of quality management in Japan Isikava Kaoru, for the organization of circles heads need to be followed the following principles:
Thus, management always argues from a position of group. The group is responsible for success of business as well as for failures. Therefore certain workers are reproached seldom for failures, especially if it is creative failures or connected with a venture. In Japanese firms the decision is made by group. Subordinates formulate the offers and transfer them to interested persons. After group discussion set the general tasks, each worker defines own and starts their performance. If it is noticed that the subordinate is not able to control a situation, the middle manager will interfere and will samolichno perform management. Such relation inspires confidence that personal failures and mistakes, in general, it does not matter, the senior will always help to find a difficult situation. Thus, the emphasis is placed not on avoidance of failures, and on achievement of positive result. It demands mutual understanding.
The Japanese is disciplined, thinks of interests of group and is capable of extraordinary efforts for achievement of general welfare. Japanese - purposeful people. They want to improve themselves indefinitely. They are ready to work persistently for the sake of this purpose. This commitment to excellence very much helped Japanese management with integration of the European experience of management into traditional Japanese culture.
As the firm has to function as one solid team, such qualities as mutual trust, cooperation, harmony and full support in the solution of the tasks facing group are most of all appreciated. The individual responsibility and individual performance of work are consciously shaded. The purpose is improvement of work of group and strengthening of group solidarity.