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Mbirr and TPLF Secret Connection Exposed

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Mbirr and TPLF Secret Connection Exposed  The two notable indigenous social institutions which by and large influenced the Japanese corporate consciousness are:  the supreme ideal of serving the nation and thus the society espoused by merchants as well as bureaucrats that could be traced to the ideal of the Tokugawa Shogunate bureaucracies (1600-1868); and the Confucianist conception of the social order (many parts working together for the common good); its acceptance of hierarchy and emphasis on social identity were the cultural legacies easily adapted as an ideology for modern organizations.

The Japanese corporate cultures tend to share some common values and norms concerning such essential matters as profits, dividends, contractual obligations, and company personnel practices that differ from the conceptions of their western counterparts. These unique features of Japanese corporations reflect the values and characteristics of the larger Japan’s social and economic systems. The following common company practices could be taken as the unique features which constitute the Japanese corporate culture.

Corporate ideology: Each Japanese company generally possesses its own unique ideology often expressed in the company’s song, in essays by company elders, question-answer competition session which mainly contain the company’s primary goals and values, in annual celebrations and public events. The company’s ideology is the mechanism by which the spirit of the company as a big family with shared common interests, comradeship, and long-term social relationships is nurtured.  The key values in the company’s ideology are social harmony, cooperation and hard work.

Corporate decision making: The ringi system, a process of decision making through the use of circular letter is another unique system that characterizes the Japanese company. Each planned measure of the company has to pass through intense informal negotiations among concerned employees or departments including external stakeholders. Subsequently, final decisions on the proposed measures are often unanimous. Although this system is somewhat relatively more time consuming, it is very much participatory carrying the voices of each and every employee and consequently leading to a prompt and smooth implementation of decisions

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