Features of personnel management in different countries. Course work features of personnel management in foreign enterprises

Introduction

1. American personnel management system

2. The specifics of personnel management in Japan

3. Personnel management in the customs authorities of the USA and Japan

Conclusion

List of used literature

Introduction

Russia has relatively recently entered the era of a market economy. During the Soviet era, managers quite often entrusted personnel management to people without appropriate education and skills. Therefore, today the institution of personnel management is practically not developed in our country. And although in Lately in the programs of universities and introduced a new discipline "Personnel Management", however, as practice shows, at most domestic enterprises and organizations, the wrong approach to work with personnel is still preserved.

It is for this reason that it is extremely difficult to try to implement the experience of other states: from the selection of employees to its motivation. This, in turn, testifies to the relevance of this topic. At the same time, we focus on personnel management in the customs authorities, since the customs system plays an important role in the economy of the Russian Federation and the viability of the Russian economy, the image of the Russian Federation in the eyes of the world community, the degree of protection of national security and state sovereignty largely depend on the quality of its management.

It should be noted that not blind copying, but the correct, selective borrowing of useful, adequate for national conditions, methods, tools, etc. from foreign practice can give a positive result.

Today one of the most significant issues in the socio-economic development of most countries of the world - this is work with human resources. Different states have developed and operate their own approaches to personnel management, which are characterized by one or another combination of specific management methods. Fundamentally opposite approaches to personnel management include the one that existed in the former USSR(and today is quite common in post-socialist countries), and the one that formed in the West. However, Western practice is not homogeneous in its meaning either, since, for example, there is a rather significant difference in the use of personnel management methods in the United States and Japan, as well as in European countries.

It should be noted that the "classics" among personnel management systems are the American and Japanese schools, which show that through the use of often opposite methods in management modern organizations you can achieve maximum efficiency of their functioning. These models have both many common features, which are associated with the processes of globalization, integration and economic cooperation, and significant differences generated by the historical development of states, the mentality of peoples, their religious and cultural characteristics.

In our opinion, a thorough analysis of the experience of personnel management in the United States and Japan will make it possible to single out those characteristic features that can be adapted to the domestic realities of the present.

We believe that this analysis you need to start with the American school (USA), because this country is called the "cradle" modern management.

Studying the problems of personnel management in different countries a number of domestic and foreign scientists are involved in the world, namely: Asaliev A., M, Binner H., Burchakova M., Vkovich G.G, Kibanov A.Ya., Makarov I.K. and etc.

Vasilyeva M.V., Kutyrev E.A., Miretin A.V. devoted their works to the issues of personnel management in customs authorities. etc.

The purpose of writing this work is to analyze foreign experience in personnel management, namely the selection of personnel, its assessment and development; exploration of the role personnel services in the process of personnel management in the customs authorities.

The subject of research in the work is foreign personnel management systems, and the object is personnel management techniques in the customs authorities of the United States, Japan and partly Russia, methods of building organizational structures for personnel management.

1. American personnel management system

Modern concepts of personnel management systems are based on both scientific management approaches and theories of psychology and communicative interaction between people. The basis of the concept of personnel management modern conditions is the increasing role of the employee's personality, his knowledge, motivation, the ability to form and direct them to achieve goals.

The American personnel management system is manifested, first of all, in the fact that for the United States, personnel management is a special profession, craft and art, which is taught in many educational institutions, and the learning process that never stops. Characteristic feature the management school of the United States has become the fact that a significant place is occupied by the stratum of "generalists", i.e. acting general duties of managers of a wide profile, competent in technology, and in economics, and in production, and in market activities, etc. In the process of implementing personnel management, various organizational structures are used that require flexibility, psychological endurance from managers, especially at the highest and middle levels of personnel management. In addition, in the system of recruiting, evaluating, stimulating, and promoting personnel in the United States, an individual approach to each manager and specialist is much more prevalent (in contrast to other countries).

In almost all American organizations, the main emphasis is on the psychological attitudes of each individual employee in order to generate the feeling of a winner (recall that the entire national ideology in the United States is based on the principle of achieving individual success). Top managers of US companies constantly try to maintain an atmosphere of informal rivalry in the team, applying different methods to encourage such internal competition.

The United States has long learned that work on human resource management must proceed from the use of a powerful research base, a network of advisory services, and a well-developed management infrastructure with a high level of centralization.

So researchers A. Asaliev and G. Vukovich offer generalizing conclusions characterizing the American approach to personnel management, which relate to trends in the development of human resource management practices, and are based on the results of research, American think tanks:

the development of technology and technology is an important factor influencing the employment rates of the population. If new technologies provoke staff cuts, then new and remaining staff are promoted to higher qualification requirements... In this case, the HR manager is called upon to motivate employees to improve their qualifications;

in most organizations, there is increased staff mobility. Most often, highly qualified personnel with high salary... Temporary workers are low-skilled personnel who are hired depending on the volume of production;

in the case of an increase in the level of automation of the company's production, it is necessary that personnel management most effectively stimulated employees to master new knowledge, skills, to improve their qualifications. Otherwise, innovations may be unproductive due to degradation of the professional level of personnel;

there is an integration of responsibilities and qualifications of employees, both managers and subordinates. For example, an engineer can combine the position of a manager of a workshop or production unit where he works;

In connection with the integration of responsibilities, lower-level managers who directly supervise the work of subordinates take on the functions of personnel management for training and advanced training. At the same time, they are motivated to manage personnel financially and act as instructors, consultants. Thus, the collective responsibility for managing people grows mutely in American enterprises focused on individualism;

new trends in remuneration are emerging - the salary increases depending on the experience, level of qualifications and self-education of the employee, his skill, and not only depending on the volume of work performed;

the organizational structure, in addition to flexibility, is multifunctional - it is built on the principle of a hierarchy of managerial decision-making, and not on the basis of the structure of the location of the company's functional units. In this case, an important role is played by the so-called. working groups;

restructuring of personnel management is carried out together with production and organizational changes. This applies to the periods of operation of new equipment, changes in the product line, innovations in the field of improving the quality characteristics of products, for example, the use of new materials, the introduction of new manufacturing technologies. At the same time, attempts to mechanically transfer new management methods to long-established organizational structures, as a rule, do not bring success.

The formation of a strategy for human resource management in the United States, as a rule, is carried out by the top management of the companies. V American companies two semi-autonomous strategies of personnel management have developed, the delimitation of which reflects the legal differences between the categories of personnel existing in labor law USA. Management according to a detailed scheme using modern means and methods is carried out in relation to management personnel, highly qualified specialists, which are united under the name of "administrative personnel". Management systems for these administrative personnel are usually separate in organizationally- in the head office and departments of the company, work is carried out with management personnel of different levels and specialists, while with employees, workers, technical personnel, management tasks are solved by the corresponding divisions at enterprises.

The strategies for managing senior and middle administrative personnel are the most developed in the American personnel management system. Particular importance is attached to systematic preparation and careful selection of applicants for senior management positions. Some companies distinguish in their organizational structure headquarters services that ensure the processing on an individual basis of situations when it comes to the highest level of personnel: about its selection, training, training and advanced training, about the holistic construction of a career. So, in "General Electrics" since 1974, there is a department removed from the subordination of the vice president for human resources and reporting directly to the head of the board of directors, which works only with top managers.

In American firms, hiring involves the following stages:

familiarization of the employee with future functions, rights and responsibilities;

if the specific type of activity for which the employee is hired is not included in the annual plan, it must be justified, registered with the personnel department in order to establish an appropriate remuneration system. Personnel selection starts only after the vacancy is approved by senior management;

the personnel department, in which the vacancy appeared, assists the manager in the selection of candidates. A short list of candidates is being prepared. Sometimes mandatory requirement is entries in the list of employees of the firm from other departments;

candidates included in the list undergo several interviews with their future leaders (at two or three levels of management), colleagues and, if necessary, with subordinates. Each interview is supported by the conclusions and recommendations of the leaders, which serve as the basis for the decision-making for the line manager.

Dismissals of employees, including managers, are not made without interviews by the dismissed employees to determine the degree of their guilt or reasons for leaving, except in extreme cases (theft, gross violation of the internal regime). Each of the cases of dismissal is analyzed by managers.

The work of each employee is assessed periodically from one to several times a year. A corresponding document of the enterprise is formed, with which both the employee and the managers get acquainted during the discussion of the results of the assessment. The signed subordinate document contains a list of his errors and ways to eliminate them. The further tenure of the position may depend on the indicators of improving the quality of work. Dismissal of an employee or suspension from duties can be enforced only by a boss at a slightly higher level than the immediate supervisor of the dismissed employee. If the latter is a member of a trade union, then the reasons for dismissal are discussed with its representatives and in accordance with labor contract(by contract). The employee can appeal the decision to dismiss in court or with the involvement of the top management of the company. Sometimes the creation of special commissions on labor conflicts is initiated to consider the problems of complaints of employees about unlawful dismissal. The commission includes representatives of the administration and staff.

Regarding the functioning of the personnel appraisal system, an important feature of the American approach to personnel management is the fact that the direct boss must possess information not only about his immediate subordinates, but also about employees who occupy positions several levels lower in the organizational hierarchy. Such a leader examines the performance ratings of each of the employees, given by the lower-level managers, taking into account the reaction they have identified, checks and approves them.

This principle enables top management to ensure good Information Support when dealing with personnel management issues regarding the most promising employees. As a result, real centralization of personnel management at the enterprise is achieved.

Therefore, there are three main features of the development of practice in the field of personnel management in the United States:

personnel management is always based on strategic plans organization (which is similar to Japanese management);

there is a constant calculation of the effectiveness of human resource management in the organization;

the problems of multinationality of the personnel of American organizations are solved by applying an individual approach to each employee, creating an organization culture acceptable to all, which is especially relevant for multinational companies.

2. The specifics of personnel management in Japan

The development and specificity of the Japanese management system is due to the influence of national norms, traditions, dominant religions (Shintoism and Buddhism), the peculiarities of the mentality of the population, the influence of the American occupation after World War II, the need to restore the state in the post-war period, etc. Japan was the first in the world to recognize the priority of labor resources. Management with a “human face” is actively developing in the country, which provides for the active involvement of employees in the activities of the enterprise, decision-making, and the formation of the corporate spirit. In a country poor in terms of natural resources, human resources have become the main asset, which ensured the creation of the most optimal conditions for their effective use. Therefore, many Japanese businesses operate as social organizations.

The first distinguishing feature of the Japanese personnel management system is the recruitment of employees, which takes into account psychological and social compatibility in order to avoid disputes, conflicts and to ensure a friendly atmosphere in the work collective. In many ways in Japan, this is easy to do because of the ethnic uniformity, because Japan is not a multinational state, the overwhelming majority of the population is an indigenous people, united by historical conditions. Russian, however, like the American reality differs significantly from the Japanese, nevertheless, if representatives with the same socio-political views and compatible characters are gathered within the same company, then the problem of cultural and social conflicts is removed. Analyzing the Japanese approach to personnel management, we can say that this technique is justified.

The second trait is an effective corporate culture. On the one hand, this condition is associated with the first feature - mono-ethnicity. On the other hand, the structure of the relationship between management and subordinates is important. The USA and Russia are used to strict subordination. And in Japan, from childhood, citizens develop an attitude towards leaders as wise mentors. The team is positioned as a second family, close and understandable. In Russia, although this is possible, it will be difficult for a leader to position himself correctly from the very beginning of labor relations.

The third, main couple is a system of lifelong recruitment of employees, practically unparalleled in the world. The entire personnel management system in Japan rests on this pillar - life-long employment, as a special expression of labor culture. Investments in personnel development are not lost due to employee turnover, they support the implementation of training programs, and as a result, the company is more interested in developing the creative abilities of employees.

About 35% of employees have a long-term job security, and in large companies - up to 50% or more of employees. The rotation of personnel, or movement every three to five years within the company from one division to another within approximately the same positions, ensures its mobility, debugging interpersonal communications, gaining experience of various kinds of work, understanding the functional and operational relationship of individual jobs and the interests of the company as a whole ... In this regard, Japanese workers are sometimes called polyvalent, i.e. capable of performing different types of work.

In this matter, the Russian mentality can be called closer to the North American mentality - for an employee who has worked in the same team for over five years, the motivation of work is noticeably reduced, and therefore its efficiency. This problem is closely related to working conditions and personnel policy and very difficult to solve. Nevertheless, all the same Japanese experts show original solution: They are trying to create combined systems of hiring employees, in which the law on life-long employment, as it were, is bypassed at the expense of formal provisions.

It should be noted that Japanese organizations are minimally bureaucratic, on the contrary, they welcome close cooperation between subordinates and the leader with the help of:

an extensive structure of advisory associations or other groups that allow developing and making decisions (according to some estimates, each manager in a Japanese company takes part in the work of 60 - 80 formal and informal working groups that closely cooperate with each other);

the system of rotation of managers within the company, thanks to which the universal nature of their work is ensured, the improvement of professional and communication skills, the prevention of conflicts;

holding seminars, meetings, discussions to improve the qualifications of all employees, in which representatives of different functional services and management levels.

Summing up the above, it is possible to determine the fundamental organizational principles of the Japanese personnel management system, namely:

focus on market conditions;

continuous implementation of innovations;

attention not to individual functions, but to their relationship.

In Japanese companies, as in American ones, two levels of work with subordinates are more often distinguished - the company level and the individual level. At the first level, personnel management covers institutional and formal aspects. In addition, one of its tasks is to help managers in personnel management at the individual level, which assumes that each employee must deal with personal and informal aspects of working with personnel or harmonizing interpersonal relationships on the ground. In personnel management, a strict distinction is made between skilled and unskilled workers, the so-called. "White and blue collars."

At the same time, the entire personnel management system uses persuasion, and not coercion of employees, which causes negative emotional reactions and burnout syndrome. It is believed that the main responsibility of a manager is not to manage employees, but to help them perform their functions efficiently and in a timely manner in harmonious labor relations. This explains the fact that Japanese firms often lack detailed job descriptions.

Having entered the unit, the employee masters labor operations and the peculiarities of the existing relations in the team, both with the participation of the head and with the help of new colleagues. And the optimal equipment of offices, production facilities and the organization of the workplace directly facilitate teamwork. At the same time, the Japanese worker is judged not for individual performance, but for the contribution of teamwork and the achievement of the overall productivity of the firm. Particular attention is paid to how the employee relates to his duties and work in general, how he cooperates with colleagues, how accurate and obligatory he is, whether the success of the company is important to him, incl. in terms of in-house programs.

Note that even to this day, there are many discussions about whether the features of the Japanese personnel management system can be inherent only to Japan, or still - they represent a well-chosen list of technologies and personnel management methods that can be applied in other countries.

An analysis of the experience of introducing Japanese personnel management methods in the United States allows us to draw the following conclusions and recommendations:

the leadership of the country introducing Japanese management methods must understand that this will take a lot of time, which means it will require large financial costs in the development of human resources;

the management of organizations must convey to their employees the need new system personnel management;

the management of enterprises should also organize at least selectively building a system of "secondary hiring" for employees who perform fairly well for a long time;

it is necessary to start retraining the middle management;

we need to start forming and developing quality control circles on the model of Japanese companies.

Note that against the background of the growing transnational nature of large-scale entrepreneurship, the American and Japanese models, with closer influence, began to adopt the features of each other. As a result, at the end of the last century, the main components of a universal combined personnel management system were determined:

long period of work in one enterprise. The United States and European countries, although they have not adopted the system of "life-long employment", use motivation to try to create favorable conditions for workers;

comprehensive work with personnel, in which the employee joins in organizational system most complete. Continuous in-house training, training and retraining of employees at all levels;

participation of managers of all levels in the process of enterprise management, and as a result, strengthening of personnel self-management, which is manifested in the fact that the performer at any workplace is given the right to independently regulate the production process.

Human Resources Management in the United States and Japan Customs

After the terrorist attacks of September 11, 2001, the infrastructure was reorganized Customs Service USA: The US Customs and Border Protection (CBP) was created with the USDA and several other departments, and today, as part of the US Department of Homeland Security, it is one of the largest integrated agencies. the main tasks of which are to prevent terrorism and the penetration of terrorist weapons into the United States, to regulate and simplify international trade, collection of customs duties, protection of trade laws and economic interests of the United States.

The Bureau of Customs and Border Protection of the United States has more than 56 thousand employees, including more than 20 thousand officers, 18 thousand border patrol agents, about 1000 pilots, over 2200 specialists in agriculture and many other experts as well as technical and service personnel.

Let us consider in more detail the characteristics of the most numerical position - an officer of the US Bureau of Customs and Border Protection, which has the best reputation in the US federal law enforcement agencies.

An officer of the Bureau of Customs and Border Protection of the United States, as in a similar position in the Federal Customs Service of the Russian Federation, is considered an officer of federal law enforcement agencies and is authorized to perform his duties in accordance with US laws and the legal regulations of the US Department of Homeland Security.

According to the classification of US civil servants, upon recruitment, an officer of the Bureau of Customs and Border Protection of the United States is assigned the fifth or seventh rank, depending on the total length of service with a salary in excess of 41 or 48 thousand US dollars per year, respectively (according to as of 01.01.2012). A promotion to the eleventh rank is possible (56 thousand US dollars per year). Unfortunately, salaries in Russia are much lower.

Job descriptions officers include:

playing a key role in the Bureau's anti-terrorist activities;

physical inspection and control of passengers, cargo and vehicles at international airports, seaports and land checkpoints;

the use of advanced technologies together with traditional methods of inspection and control;

cooperating with colleagues and officers of other US law enforcement agencies.

As a US federal law enforcement officer, Bureau officers are required to wear uniforms, carry firearms, and work after hours if needed. A certain part of the personnel performs specific functions, for example, a group of dog handlers.

An applicant for the position of an officer must meet the following requirements:

be a US citizen and reside in the US;

be able to pass a full autobiographical background check, medical examination, be fit for military service, and pass a drug test;

have a state of health sufficient for significant physical exertion, sometimes in harsh conditions;

have a valid driver's license;

be willing to work on shift schedule;

be able to communicate with people politely and correctly, i.e. have the appropriate psychological qualities, endurance;

be out over 37 years old.

The Bureau of Customs and Border Protection of the United States recruits attractive men and women with adequate character and self-motivation, because due to the fact that the officer constantly interacts with passengers, he must be calm, patient, attentive and prudent. They are considered as the face of the country and must meet the standard appearance, own foreign languages, know other people's customs and traditions.

Upon employment, all applicants must pass a written exam, a structured interview, a complete medical examination, a general fitness check, a drug use test, and a full autobiography check.

Written exam - the test lasts five hours and contains four blocks: checking logical and quantitative mental abilities, test of writing ability and assessment of experience and achievements. The candidate is informed about the results of the test within 4-6 weeks from the moment of passing. If the candidate has written the test well, their name is added to the list of possible candidates for the position of geographic location officer. The selection of candidates is subject to test scores and is considered based on job requirements in the selected geographic region and in consideration of veteran benefits. After that, the candidate is sent Required documents and interviews are conducted, with the Job Center mediated.

At the next stage, new specialists undergo a 15-week training course, including theory and practice, incl. possession of weapons. The officers are offered a full package of legal guarantees of social protection.

At the same time, Japan has also carried out quite successful customs reforms in recent decades, because it was faced with the threat of organized crime and smuggling and the need to strengthen the country's economic position.

The Department of Customs Policy of the Ministry of Finance of Japan comprises eight sectors: general issues, management and control, planning, two international sectors, a supervision sector, an import sector, an export sector, and the Customs Inspectorate. The Department of Customs Policy deals with regulation and planning of the entire customs system, makes proposals for its improvement, and cooperates on customs issues with other countries. In addition, the Department is responsible for training personnel for customs, manages the work of the Customs Information Center for Air Transport, and maintains customs statistics.

Requirements are put forward for candidates for the post of officer of the Department of Customs Policy of Japan, which are almost similar to their American counterparts, but only with the exception that special conditions are added: technical education and skills in working with automated systems, because the Japanese customs works completely electronically, which increases both the quality and the speed of work. Upon admission to the position, candidates undergo computer testing, medical examinations and interviews. Continuous professional development is especially important in the process of work. The Institute of Customs Training constantly conducts courses for both beginners and experienced workers, often in the framework of quality control circles.

To improve the general cultural level, lecturers from other educational institutions are invited to the Institute, who conduct seminars on economics, management, psychology, the basics of combating terrorism and work in natural disasters, etc. In addition, the Japanese Ministry of Finance has set up a joint training and customs policy development center for the customs service, exchange rate regulators, and economic educational institutions.

The Japanese customs authorities are characterized by strict centralization, excellent discipline and personal dedication of employees. Three years ago, as in the Russian Federation, Japanese customs officers were paid extra for work on weekends and night shifts. There was a special rate. Now, in case, for example, urgently needed for production or perishable products arrived, an importer or broker can call customs officers for free. Of course, the level of salaries for officers is very high, even higher than in the United States.

Every year, all customs officers, ending with the head of the Department, undergo certification, the results of which, like overall assessment the quality of the work of customs authorities are made public. The Department of Customs Policy of the Ministry of Finance of Japan is an important participant in the World customs organization... Modern Information Technology and the automation system allows the Japanese customs to simplify the border control regime as much as possible.

Studying foreign experience, we can say that in order to continuously improve the quality of personnel management in the customs authorities of the Russian Federation, a two-level system of certification and continuous training should be developed and implemented - both in the customs authorities (career development program) and in other educational institutions, in courses ...

Specific steps in the implementation of personnel policy should be a unified system for the selection and assessment of personnel, training and advanced training, the creation of an effective mechanism for motivating highly productive work. For this, it is important to form cohesion, corporate culture at customs, as well as improve public opinion and the image of the Customs Service. Increase plays an important role in this. wages with the erasure of a large difference in salaries of management and subordinates.

In addition, using the experience of economically developed countries that have long tested the above-mentioned technologies of personnel management, in the conditions of the Russian Federation it is necessary to form a new production culture of personnel management. It should include principles group work, reorganization of training and advanced training of personnel with a focus on complex organization labor with a reserve of personnel.

In our opinion, special attention should be paid to one extremely important factor that affects the productivity of personnel, and, accordingly, the effectiveness of the functioning of the organization in general - this is labor motivation.

However, to the greatest regret, the Russian customs authorities are far from fully using all methods of personnel motivation. So, more often the emphasis is only on raising or lowering wages, dismissal from work, etc.

It seems expedient in the selection of personnel to use the practice of recruiting personnel from the private sector of the economy, in particular, testing with elements of checking the psychological stability of applicants and the level of proficiency in computer technology.

An important task is to train personnel in communication skills when communicating with passengers, carriers, etc.

In the Office public service and the FCS personnel are performed only by technical functions, and personnel issues are resolved by the heads of functional units and services, who independently search for the necessary specialists, take care of professional development and prepare a reserve for advancement, thereby fulfilling the duties of the personnel management service. Therefore, it is necessary to reorganize these divisions with the expansion of their functions, including the organization and control of the selection, training and retraining of personnel at all stages of work. These units can also take over the functions of self-government and create comfortable conditions for long-term work of personnel in the customs authorities.

Conclusion

After writing this abstract work, we make sure that personnel management is a very important discipline and practice of working life, without which the effective functioning of the organization is impossible. This is especially true when it comes to personnel management in the customs authorities, acting both as the “face” of the country and as a protective barrier that ensures its security.

Also, as a result of our work, we made sure that there are two popular personnel management systems in the world - American (Western) and Japanese (Eastern). For the first, the American one is characterized by a more formal, regulated attitude towards workers, but in Japan it has a paternal, mentoring connotation. Japanese managers are accustomed to treating human resources as the main national wealth, so they value personal freedom and employee initiative. However, along with cohesion, high corporate culture and a system of "life-long employment", this freedom and initiative does not lead to the development of conflicts, but on the contrary contributes to creative development staff.

Long-term employment is also encouraged in the United States, but it is provided with tools of motivation and stable social guarantees. In the United States, the performance of personnel is assessed individually, based on the achievements of individual employees, while in Japan, the work of the entire team is assessed, and for individual employees, only indicators of dedication to a common cause are important. In this regard, in the American system, an employee can make a quick career breakthrough, and in Japanese companies career growth occurs gradually, often when transferring between departments.

At the same time, we can talk about the formation of a combined personnel management system, which has absorbed the features of the American and Japanese systems. It is characterized by long-term hiring, complex influence on all employees and participation of managers of various management levels in this process.

The US Bureau of Customs and Border Protection was founded relatively recently, but has already established itself in the fight against terrorism and US security. Most of its staff are Bureau officers who are selected according to strict criteria.

In Japan, for this purpose, the Department of Customs Policy has been created, in which the management and control sector and the Institute of Customs Training are distinguished, which directly cut personnel policy. Customs officers in Japan are selected with the same care as in the United States, but in addition to general and specialized skills, they must be well versed in working with modern computer and automated systems. This is due to the fact that the Japanese customs system is fully automated. The assessment of customs officials in the United States is carried out periodically, in Japan regularly - with a public release. Dismissal in the United States can only be made after appraisal and educational work; dismissal in Japan by an employer is a punishment for an extreme violation labor discipline.

The Russian Federation has developed its own management traditions, largely inherited from the period of the USSR. Instilling traits of American or Japanese systems is complicated by mental differences and economic problems... However, in general, for Russian organizations, incl. for customs authorities, individual methods of the combined American-Japanese personnel management system can be recommended as the use of foreign experience.

In particular, we can propose: organizational reform of the FCS, the introduction of a unified system for the selection and assessment of personnel, training and advanced training, a two-level system of personnel certification within the framework of continuous training and advanced training, the creation of an effective mechanism for motivating highly productive work, incl. by raising wages and strengthening the corporate culture.

customs personnel

List of used literature

1.Asaliev A.M., Vukovich G.G., Stroiteleva T.G. Economics and Human Resource Management. - M .: Infra-M, 2013 .-- 144 p.

Bialiatskiy N.P. Personnel Management. - M .: Modern school, 2010 .-- 448 p.

Binner H. Management of organizations and production. From functional to process management. - M .: Alpina Publisher, 2010 .-- 282 p.

Burchakova M. Human Resource Management in international business// Personnel Management. 2009. No. 23. S. 43-45.

Vasilyeva M.V., Kutyrev E.A. World experience of customs authorities and the possibility of its application in Russia // National interests: priorities and security. 2011. No. 24. S. 25-33.

Grigoriev L, Yu., Kamenskaya M.V. Personnel is a unique resource and source of success for a modern company // World of measurements. 2010. No. 2. S. 12-18.

Kibanov A.Ya. Personnel Management. - M .: KnoRus, 2013 .-- 208 p.

Makarov I.K., Alekhina O.E. Krainova L.M. Attraction, retention and development of company personnel. - M .: Delo ANKh, 2010 .-- 124 p.

A. V. Miretin Control systems model innovative activities customs authorities // Economy and entrepreneurship. 2012. No. 6. S. 139-145.

Nikolskaya K.G. US immigration policy at the beginning of the XXI century. // World Economy and international relationships... 2012. No. 5. S. 93-102.

Panteleeva E. Modern Japanese management // Personnel management. 2009. No. 14. S. 41-45.

Purinova G.K., Barezhev V.A. Corporate culture: modern scientific discourse // Scientific notes of the St. Petersburg University of Management and Economics. 2010. No. 3. S. 45-61.

Rashidova A.E Comparative analysis Strategies for the Use of Social Resources in the USA and Japan // Modern Humanitarian Research. 2009. No. 1. S. 195-201.

Stongina Y. Japan and Russia: Philosophy of Labor // Man and Labor. 2012. No. 3. S. 59-63.

Technology and innovation management in Japan. - M .: Wolters Kluwer, 2009 .-- 512 p.

N. N. Khodakova Problems of the growth of the quality of working life and their solution in the management process // Business. Education. Right. Bulletin of the Volgograd Institute of Business. 2010. No. 1. S. 88-90.

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FEDERAL EDUCATION AGENCY

SEVERK TECHNOLOGICAL INSTITUTE

Federal State Budget educational institution

higher vocational education

National Research Nuclear University MEPhI

(STi niyah mifi)

Department of SMiBU

FEATURES OF PERSONNEL MANAGEMENT IN FOREIGN COMPANIES

Course work

in the discipline "Personnel management"

Student gr. D-368

Arkhipova M.I.

"____" ___________ 2010

Supervisor:

I.V. Votyakova

"____" _________ 2010

Seversk 2010

Introduction
1 Features of personnel management in Japan (on the example of Toyota)
1.1 Basic features of Japanese governance
1.2 Features of management in Toyota
1.2.1 History of development of Toyota
1.2.2 Toyota Guiding Principles
1.2.3 Production management system
1.2.4 5S system
1.2.5 Exact Time Production
2 Peculiarities of personnel management in the USA (on the example of the McDonald’s fast food restaurant chain)
2.1 Key features of American governance	32
2.2 Features of management at McDonald's
2.2.1 McDonald's history
2.2.3 Basic principles of the company
3 Peculiarities of personnel management in France (on the example of the Cora hypermarket chain)
3.1 Main features of French governance
3.2 Features of management in the CORA hypermarket chain
Conclusion
List of used literature

Introduction.

The personnel management system provides continuous improvement methods of working with personnel and using the achievements of domestic and foreign science and the best production experience.

The essence of personnel management, including employees, employers and other owners of the enterprise is to establish organizational, economic, socio-psychological and legal relationship subject and object of management. These relations are based on the principles, methods and forms of influencing the interests, behavior and activities of employees in order to maximize their use.

Personnel management occupies a leading place in the enterprise management system. Methodologically, this area of management has a specific conceptual apparatus, has distinctive characteristics and performance indicators, special procedures and methods - certification, experiment, and others; methods of studying and directions of analysis of the content of labor of various categories of personnel.

Personnel management in such a situation acquires special significance: it allows you to generalize and implement a whole range of issues of human adaptation to external conditions, taking into account the personal factor in building an organization's personnel management system.

During the transition to the market, there is a slow departure from hierarchical management to market relations, property relations. Therefore, it is necessary to develop completely new approaches to the priority of values. The main thing inside the organization is its employees, and outside it is the consumers of the products. It is necessary to turn the consciousness of the workers towards the consumer, and not towards the boss and profit.

To effectively manage the personnel of an organization, a company must have a clear goal and a well-thought-out strategy for its development. Leading foreign firms (such as General Motors, Ford, Toyota, Mitsubishi, Sony, etc.) pay great attention to strategic planning. Depending on the chosen goals, a strategy is developed - an action program that determines the development of the organization (expansion of production of basic products and its further promotion to already mastered markets; development of new products and selling them in the same markets; search for new sales markets; diversification of production and distribution activities and etc.) and the corresponding management model.

1. Features of personnel management in Japan (for exampleToyota)

1.1 The main features of Japanese government.

The Japanese governance system can be seen as a synthesis of imported ideas and cultural traditions. In the organization methods used in Japan management activities in the context of scientifically technical progress are closely intertwined with traditional, national and modern forms organization of labor.

The typical Japanese firm is organized on a three-tiered basis: the Japanese consider the three-tiered structure to be the most mobile and least subject to the risk of bureaucracy.

The firm's management - the board of directors - represents the highest level of management. Typically this includes Board Chairs, President, Vice President, Executive Directors. All directors elected to the Board are headed by quite definite divisions in the firm. In contrast to the West, directors are rarely invited to the management of a firm from outside.

In a firm, they are usually promoted from middle management after they gain operational management experience and reach a certain age - over 50 years old. At the level of middle managers, all practical management problems are solved. This level is the bridge between senior management and performers. The company executives go down this bridge to the rank and file workers, i.e. manage them.

The Japanese are people of a practical mindset, their thinking is characterized by enviable concreteness, they always, even when solving the most difficult life questions, clothe their actions in practical forms. The personnel management system of industrial organizations is no exception in this regard, where the motivation of workers' labor activity occupies one of the important places.

Organizational structure management in Japanese corporations is built, as a rule, according to the linear-functional principle: horizontal and vertical communication. Most Japanese companies do not even have a developed structural diagram organizations; no one knows how Honda is organized, except that it uses many design teams and is very flexible. Innovation usually occurs in frontier areas requiring the participation of multiple disciplines.

Thus, the flexible Japanese organization in modern conditions has become a particularly valuable asset.

The basis of Japanese management is the management of people, human resources. In contrast to the widespread term "human resources management", Japanese executives and management specialists prefer the term "people management", emphasizing the need for the entire range of impacts on the firm's personnel, including those based on deep understanding. human psychology effective social and psychological methods.

Typically, management includes four main functions: planning, organizing, motivating, and controlling. A key aspect of Japanese management is personnel management. In Japan, as the Japanese themselves say, there is only one wealth - people.

Exactly efficient management human resources, which, according to Japanese experts, remain the only inexhaustible resources, ensure the achievement of high quality products and the competitiveness of Japanese products and technologies in international market.

The key importance attached to this direction of Japanese management is the recognition and awareness of the fact that it is precisely this that is the foundation of the company's success in all other aspects and directions of management.

Moreover, the main feature and feature of Japanese management is that the management of firms is based on the capabilities of a person, and not on a machine or production functions. This feature of Japanese government became fundamental.

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Department of SMiBU

FEATURES OF PERSONNEL MANAGEMENT IN FOREIGN COMPANIES

Course work

in the discipline "Personnel management"

_______________________ Arkhipova M.I.

"____" ___________ 2010

____________ I.V. Votyakova

"____" _________ 2010

Seversk 2010

Introduction	3
1 Features of personnel management in Japan (on the example of Toyota)	5
1.1 Basic features of Japanese governance	5
1.2 Features of management in Toyota	7
1.2.1 History of development of Toyota	9
1.2.2 Toyota Guiding Principles	15
1.2.3 Production management system	20
1.2.4 5S system	27
1.2.5 Exact Time Production	27
2 Peculiarities of personnel management in the USA (on the example of the McDonald’s fast food restaurant chain)	30
2.1 Key features of American governance	32
2.2 Features of management at McDonald's	36
2.2.1 McDonald's history	41
2.2.3 Basic principles of the company
3 Peculiarities of personnel management in France (on the example of the Cora hypermarket chain)	42
3.1 Main features of French governance	44
3.2 Features of management in the CORA hypermarket chain
Conclusion	47
List of used literature	48

Introduction.

Personnel management is recognized as one of the most important spheres of the life of an enterprise, capable of increasing its efficiency many times over, and the very concept of “personnel management” is considered in a fairly wide range: from economic and statistical to philosophical and psychological.
The personnel management system ensures the continuous improvement of methods of working with personnel and the use of the achievements of domestic and foreign science and the best production experience.
The essence of personnel management, including employees, employers and other owners of the enterprise is to establish organizational, economic, socio-psychological and legal relations between the subject and the object of management. These relations are based on the principles, methods and forms of influencing the interests, behavior and activities of employees in order to maximize their use.
Personnel management occupies a leading place in the enterprise management system. Methodologically, this area of management has a specific conceptual apparatus, has distinctive characteristics and performance indicators, special procedures and methods - certification, experiment, and others; methods of studying and directions of analysis of the content of labor of various categories of personnel.

The basis of the concept of personnel management of an organization is currently the growing role of the employee's personality, knowledge of his motivational attitudes, the ability to form and direct them in accordance with the tasks facing the organization. The situation that has developed in our country, the change in the economic and political systems simultaneously carry both great opportunities and serious threats to every person, introduce a significant degree of uncertainty into the life of almost every person.
Personnel management in such a situation acquires special significance: it allows you to generalize and implement a whole range of issues of human adaptation to external conditions, taking into account the personal factor in building an organization's personnel management system.
During the transition to the market, there is a slow departure from hierarchical management to market relations, property relations. Therefore, it is necessary to develop completely new approaches to the priority of values. The main thing inside the organization is its employees, and outside it is the consumers of the products. It is necessary to turn the consciousness of the workers towards the consumer, and not towards the boss and profit.
To effectively manage the personnel of an organization, a company must have a clear goal and a well-thought-out strategy for its development. Leading foreign companies (such as General Motors, Ford, Toyota, Mitsubishi, Sony, etc.) pay great attention to strategic planning... Depending on the chosen goals, a strategy is developed - an action program that determines the development of the organization (expansion of production of basic products and its further promotion to already mastered markets; development of new products and selling them in the same markets; search for new sales markets; diversification of production and distribution activities and etc.) and the corresponding management model.

Features of personnel management in Japan (for example Toyota)

The main features of Japanese government.

The Japanese governance system can be seen as a synthesis of imported ideas and cultural traditions. Traditional, national and modern forms of labor organization are closely intertwined in the methods of organizing management activities used in Japan in the conditions of scientific and technological progress.
The typical Japanese firm is organized on a three-tiered basis: the Japanese consider the three-tiered structure to be the most mobile and least subject to the risk of bureaucracy.
The firm's management - the board of directors - represents the highest level of management. Typically this includes Board Chairs, President, Vice President, Executive Directors. All directors elected to the Board are headed by quite definite divisions in the firm. In contrast to the West, directors are rarely invited to the management of a firm from outside.
In a firm, they are usually promoted from middle management after they gain operational management experience and reach a certain age - over 50 years old. At the level of middle managers, all practical management problems are solved. This level is the bridge between senior management and performers. The company executives go down this bridge to the rank and file workers, i.e. manage them.
The Japanese are people of a practical mindset, their thinking is characterized by enviable concreteness, they always, even when solving the most difficult life questions, clothe their actions in practical forms. The personnel management system of industrial organizations is no exception in this regard, where the motivation of workers' labor activity occupies one of the important places.
The organizational structure of management in Japanese corporations is built, as a rule, according to the linear-functional principle: horizontal and vertical communication. Most Japanese companies do not even have a structured organization chart; no one knows how Honda is organized, except that it uses many design teams and is very flexible. Innovation usually occurs in frontier areas requiring the participation of multiple disciplines.
Thus, the flexible Japanese organization in modern conditions has become a particularly valuable asset.
The basis of Japanese management is the management of people, human resources. In contrast to the widespread term "human resources management," Japanese executives and management specialists prefer the term "people management", emphasizing the need for the entire range of impact on the firm's personnel, including effective socio-psychological methods based on a deep understanding of human psychology.
Typically, management includes four main functions: planning, organizing, motivating, and controlling. A key aspect of Japanese management is personnel management. In Japan, as the Japanese themselves say, there is only one wealth - people.
It is the effective management of human resources, which, according to Japanese experts, remain the only inexhaustible resources, that ensure the achievement of high quality products and the competitiveness of Japanese products and technologies in the international market.
The key importance attached to this direction of Japanese management is the recognition and awareness of the fact that it is precisely this that is the foundation of the company's success in all other aspects and directions of management.
Moreover, the main feature and feature of Japanese management is that the management of firms is based on the capabilities of a person, and not on a machine or production functions. This feature of Japanese government became fundamental.
The Japanese employee very closely identifies himself with the corporation that hired him. Executives and executives alike consider themselves to be representatives of the corporation. In Japan, every worker is convinced that he is an important and necessary person for his company - this is one of the manifestations of identifying himself with the company. Another manifestation is that a Japanese worker, in response to a question about his occupation, names the company where he works. Many employees rarely take rest days and often do not fully utilize their paid vacation because they believe it is their duty to work when the company needs it, thereby demonstrating their loyalty to the company.
Theoretically than longer person works in an organization, the stronger should be his self-identification with it. Japanese corporations provide job security for their employees and use a seniority-based reward system to prevent employees from leaving for another firm. A person who moves to another company loses his seniority and starts all over again. The whole system of life-long employment is based on the guarantee of the employee's employment and on the guarantee of his promotion. In his
In turn, each employee or ordinary worker gets satisfaction from his own efficiency in his work, knowing that his actions will someday be surely appreciated.
Employment in Japan is of particular importance. It is not only a matter of contract between employer and employee. It has emotional and moral overtones.
Japanese workers work methodically and faithfully. They are punctual.
Perhaps only a little relaxation in the last half hour of work. Japanese workers have a natural love for cleanliness and elegance. They have a very developed sense of duty. They pride themselves on their craftsmanship. They get tremendous satisfaction from a job well done and feel unhappy if they fail. They have no sense of being exploited by the firm. Japanese workers are not prohibited from expressing pride in their work, as well as expressing their loyalty to the firm.
One of the central places in the activities of managers is the decision-making process.
The traditional Japanese decision-making methodology is based on the "rings" system. This term can be literally translated as "obtaining consent to a decision by polling (without convening a meeting or meeting)."
In a Japanese organization, there are three main levels of management:
A) "Kei" (leadership) - the highest strategic level of management.
This includes the positions of the chairman and members of the board of directors, the president, vice presidents, and heads of central services. At this level, the strategic goals and policies of the company are determined.
B) "Kanri" (administration) - average tactical level. It includes the positions of heads of departments of the company and heads of departments.
B) "Ippan" (rank and file) - the operational level of management. This level includes the positions of line managers: group leaders, shift supervisors, sections, as well as foremen and foremen.
The manager, from whom the initiative to make the decision comes, draws up a special document known as "ringise". This document comprehensively describes the problem and offers recommendations for resolving it. After that, the "ringise" is transferred for consideration to those divisions whose activities are at least to some extent affected by the problem raised. After the "ringis" has bypassed all interested managers of the level at which it was drawn up, the document is transferred to the next, higher level of management. After the top manager approves the document, the decision is considered adopted and takes on the character of a directive.
An essential feature in the "rings" system is that it involves the deliberate use of indirect methods of control.
Asking the opinion of a large number of people - participants in the decision-making process, expands the understanding of the problem as a whole and allows you to determine its significance and impact on the activities of the company. The decision is therefore to a large extent an expression of a collective opinion, developed within the group, rather than brought in from the outside, and this circumstance acquires a great positive significance during the implementation phase. In this case, the group method of decision-making becomes, to a certain extent, a stimulator of their implementation and the development of group motivation. This method improves the quality of the decisions made. The exchange of opinions stimulates the emergence of completely new ideas.
Another feature of Japanese governance is that it is highly ideologized governance. The mechanism of ideologization is the core of Japanese government, since, on the one hand, it is he, first of all, that serves as the force that supports and reproduces the Japanese type of government, and, on the other hand, it is he who gives the Japanese government that vitality and the strength that make Japanese government very effective. The main goal of the ideological influence on the employee is to develop his attitude towards the organization in which he works, as in a single family. Also, the direction of ideological work is to instill in the workers of a Japanese company a sense of patriotism in relation to their organization, a sense of pride in it.
Means of motivation are designed to "include" motives and incentives in action. Among these means in Japan a special place is occupied by the system of "life-long employment" of workers. It should be noted right away that “lifetime employment” is characteristic only of large firms. Naturally, this system does not dominate in small firms. According to the estimates of Japanese economists, this recruitment system covers from 22 to 30% of hired personnel. The mechanism of this system functions as follows. Every year the company is at the beginning of April, i.e. at the end of the school year, it hires graduates from schools and universities who fill vacancies for permanent staff. The enrolled go through a certain period of adaptation and training and only after that they are allowed to perform their duties at the workplace.
Some firms practice probationary periods. Lifetime Hiring provides entrepreneurs with active and dedicated workers who are ready to work tirelessly. Of course, such hiring is beneficial primarily to business, but employees also feel the subjective benefit. From the first days of their work in the firm, they are imbued with the confidence that as long as the firm is functioning, their employment is guaranteed. When they reach 55 (and in some firms 60) they will retire and the firm will pay them substantial severance pay.
It must be said that Japanese workers take "life-long employment" for granted, moreover, they are actively seeking to get into its sphere of action.
In addition to the above reasons, ethnopsychological attitudes also operate here. Thus, the loss of a job in Japan is viewed as a personal catastrophe, not only causing economic damage to the employee, but also degrading him socially. Dismissal is associated with a lack of broad knowledge, professional skills and abilities, as well as a lack of traditional zeal for work. The Japanese who have been dismissed or quit their jobs are doomed to a certain extent to isolation: it is difficult for them to rehabilitate themselves in the eyes of the members of their "clan." Such people tend to become a burden on family and relatives. All this forces those left without a place to carefully hide the real state of affairs and meekly look for something to do.
A Japanese worker who is hired for life by the firm is deeply satisfied. Since the selection for permanent staff is very difficult and strict, the lucky one who has gone through all the slingshots of selection is experiencing a kind of psychological renewal. He views the fact of being hired as an acknowledgment of his merits, preparedness and abilities. From this, the newly adopted person is imbued with gratitude to the company that hired him and credits himself to its eternal debtors. In fact, life-long employment is a powerful motivator for Japanese workers. It is this, as we see it, that ensures its future.
“The life-long employment system is closely intertwined with the seniority pay system, which also acts as a motivational tool. Its essence lies in the fact that the amount of wages is directly dependent on the duration of continuous work experience: for each next year of this work experience, an automatic increase in wages is supposed. Such an assessment of the work of workers originates in the traditional Japanese society's respect for elders. It is generally recognized that in the sphere of production, as in life in general, a person becomes wiser with age, and his abilities are more and more diversified. "The elder," says Japanese wisdom, "must be respected." Unsurprisingly, the principle of seniority is so clearly visible in the payroll area.
The functioning of seniority pay leads to two conclusions.
First, the labor remuneration system practiced in Japan is distinguished by very slight differentiation and is subject to the requirements of the principle of equalization.
Secondly, from the point of view of motivational theory, the size of wages is more or less close to the optimum, rather clearly reflecting the actual need. Japan's relatively weak wage differentiation prevents negative emotions from arising among workers. Pay by seniority is closely related to the system of official promotion by seniority, or, as it is also called, "the system of seniorism." The essence of the system is that when choosing a candidate for nomination, the determining criteria are age and seniority. And although tribute is given to people's abilities, although these abilities are more and more taken into account over time, the orientation towards age and experience is very slowly losing ground. What does the “seniorism system” give to Japanese business?
First, it weakens competition among individual workers for vacancies.
Secondly, it meets the prevailing notions in the country about the special value of workers, enriched with production experience, skills, and as such, in the first place, they consider the elders.
Thirdly, it supports the principle of equalization prevailing in Japan: "everyone will take a corresponding position in due time"
In addition to age, seniority and abilities, the system of choosing candidates for nomination is influenced, of course, by the level of education. All other things being equal, a candidate with a prestigious university behind him will receive preference. But in general, the advantage so far in most cases remains with age and experience.
Thus, we saw what the principles of the management system in Japan are, and what these principles are based on. We found out that a huge role belongs to the management in this system, and also that the responsibility and hard work of employees in Japanese companies can only be envied. Perhaps that is why the largest companies - leaders in the World market - are Japanese companies. Their success is based on the "Japanese management style", but each firm, each company strives to improve its management system as much as possible in order to achieve greater success. One of such companies, the name of which is known all over the world, the principles of management of which were borrowed by many other Japanese firms, and later by firms from other countries, is the TOYOTA company.

Feature of personnel management at Toyota.

History of the Toyota company.

In the world rating of automakers, Toyota currently occupies the third position and is catching up with the leaders - General Motors and Ford.
This success is all the more surprising because a few decades ago no one could even think that Japanese cars would win a fair share of the market and squeeze the "Americans."
"Kiichiro Toyoda became the" father "of the company, but the history of" Toyota "is also inextricably linked with the father of Kiichiro himself, Sakichi Toyoda. Sakichi is considered one of the most famous Japanese inventors. He owned a factory for the production of weaving equipment, which he himself invented and designed. So Toyota was originally built on the basis of a company that was a world leader, however, only in the production of weaving equipment. The main thing was that Toyoda Sr. developed a special principle of the loom, which earned the company's products such popularity: as soon as the thread broke, the loom automatically stopped its work in order not to spoil the fabric. This principle, according to company representatives, has become the key to the success of Toyota cars. It is known that at the company's factories there is a rule: as soon as at least one of the workers on the conveyor has a problem, he must stop the entire line in order to prevent rejects.
The quality of the first cars produced by Toyoda in 1936 could be called anything, most likely American, but not Japanese. The proceeds from the sale of the patent for the manufacture of weaving equipment were used to produce the Toyda AA model. 150 cars were produced in a month.
In 1935, work was completed on the first passenger car, the Model A1 (later AA) and the first Model G1 truck, and in 1936 the Model AA was put into production. At the same time, the first export delivery was made - four G1 trucks went to northern China. After the Second World War, in 1947, the production of another model, the Toyota Model SA, began, and in 1950, in the midst of a severe financial crisis, the company survived the first and only strike of its workers.
In the 50s, the development of its own designs, extensive research was carried out, the model range expanded - the Land Cruiser SUV appeared, such a now known model as the Crown.
In 1961, the Toyota Publica was released, a small economical car that quickly became popular. In 1962, Toyota celebrated the release of the millionth car in its history. The sixties saw an improvement in the economic situation in Japan, and, as a result, a rapid growth in car sales.
The 1970s were marked by the construction of new factories and constant technical improvements to the units. The production of such models as Celica (1970), Sprinter, Carina, Tercel (1978), Mark II begins. Tercel became the first front-wheel drive Japanese car. In 1972, the 10 millionth Toyota car rolled off the assembly line.
In 1982, the release of the Camry model begins. By this time, Toyota had finally established itself as Japan's largest car manufacturer, with the third largest production volume in the world. In 1983, Toyota signs a multi-year agreement with General Motors, and the following year begins production of cars at their joint venture in the United States. In 1986, another milestone was crossed - the 50 millionth Toyota car was already produced. New models are born - Corsa, Corolla II, 4Runner.
One of the main events of the 80s can be considered the emergence of such a brand as Lexus - a Toyota division created to enter the high-end car market. With the advent of Lexus in the luxury luxury car sector, the situation has changed. A year after the founding of Lexus, in 1989, models such as the Lexus LS400 and Lexus ES250 were introduced and went on sale.
Toyota continues its global expansion - branches are opening in more and more new countries of the world and those that have already been opened are developing. At the same time, The Earth Charter was released - as a reaction to the growing environmental trends in society. Environment has had a big impact on Toyota's development; plans and programs have been developed to protect environment, and in 1997 the Prius model was created, equipped with a hybrid engine (Toyota Hybrid System). In addition to the Prius, the Coaster and RAV4 models were equipped with hybrid engines.
In addition, in the 90s, Toyota managed to release its 70 millionth car (1991), and its 90 millionth (1996), opened in 1992.
The production of Toyota cars in St. Petersburg will begin in 2007. The new plant will be located in the Shushar region. The planned capacity of the plant will be 50 thousand vehicles per year, but it is planned to reach this capacity by 2010. First, the plant will produce a Camry model in the amount of 20 thousand vehicles per year ”(4,315).
Toyota is a distinct business style. One has only to look at how the work is organized at the Toyota headquarters in the city on the island of Honshu. This city is called Toyota (renamed in 1959 with the opening of the company's second plant in the city). More recently, the Crayton project began operating in the city. It lies in the fact that all employees can use special electric vehicles for official purposes. When employees do not need them, cars simply stand at a special terminal where they are charged. The data on the power reserve of each of them goes to the computer. When an employee needs to use a car, he simply submits a request to the computer and receives a special code and an indication of which car can be used. This practice is doubly convenient - firstly, the air of the Toyota city will always remain clean, and secondly, every employee will be able to freely use reliable transport. Of course, these cars do not move so fast, but they are well equipped.
This project is just a test one. The main thing in Toyota's politics is that it is always directed towards the future. Not only is the Toyota Prius the only 'hybrid' car in strong demand, engineers apparently feel they have not done enough to protect the environment and continue to look for a way to build a low-cost electric vehicle that does not differ in performance from their own. " brother ", eating gasoline.
Another unique feature of the company lies in the attitude to work. It is quite indicative that there was only one strike at the factories. In whatever difficult conditions the company finds itself, employees will still support it and will do everything possible to help get out of the crisis. When all Toyota factories were hit by flooding, workers almost resigned themselves to the news that they would have to work on the next two Saturdays, of which one was a national holiday.
With such a terrific approach from company management and front-line workers, you can expect to see success even more tangible. Many Americans today claim that there is nothing better than real Japanese quality. The only thing that, perhaps, still keeps Toyota in third place among automakers, is that the Americans are an extremely patriotic nation. If possible, they will choose American, their own, their own. But, observing the dynamics of sales, one can conclude that "one's own" is sometimes supplanted by "someone else's quality".

Toyota Guiding Principles.

1. “To honor the letter and spirit of the law of every country, to conduct business openly and honestly in order to be a worthy corporate citizen of the world.

2. Respect the culture and traditions of all nations and contribute by their activities to the economic and social development of society.

3. To direct efforts to the production of environmentally friendly and safe goods, to improve the quality of life around the world.

4. Design and develop advanced technology and offer the highest quality products and services.

5. Develop a corporate culture that stimulates personal and collective creativity and fosters mutual trust and respect between employees and management.

6. Strive for growth in harmony with the global community through innovative management practices.

7. Cooperate with business partners in the field of research and development with the aim of stable long-term growth and mutual benefits, while remaining open to new contacts. "

1.2.3 Production management system

“Toyota's production management system was developed and improved by Toyota Motor Corporation and after 1973 was adopted by many other Japanese companies. The main goal of the system is to reduce costs. It also helps to increase the rate of capital turnover (the ratio of total sales to the total value of fixed assets) and increases the efficiency of the firm as a whole. Even during periods of slow growth, Toyota's production management system was able to generate profits by reducing prices in an unusual way: by eliminating surplus inventories or labor.
The Toyota production management system is attractive in that, aiming to reduce production costs, it eliminates unnecessary elements from production. The basic principle is: produce the right parts at the right time and in the right quantity.
The implementation of this concept makes it possible to eliminate intermediate units and finished products that have become unnecessary.
While lowering production costs is the most important task in
Toyota, it can be achieved by solving three intermediate subtasks:
1) operational regulation of the volume and nomenclature of production, which helps the system to adapt to daily and monthly changes in the quantity and nomenclature of demand;
2) quality assurance, which allows organizing the supply of each subsequent operation with top quality parts from the subcontractors;
3) activation of workers, which should be carried out as soon as the system uses labor resources on the way to the main goal ”(2.213).
These three sub-tasks cannot be done in isolation. The main task of reducing production costs is unattainable without solving subtasks, and vice versa.

5S system.

The 5S system, or "five steps to keep order", was developed in the Toyota production system.
“Standardization, 5S (maintenance of order) and elimination of waste are three pillars of the Japanese concept of kaizen in a common sense, low-cost approach to improvement. Kaizen in any company - manufacturing or service - begins with the implementation of these three actions: standardization, 5S, and elimination of waste.
These actions do not require the application of new management technologies and theories. Consequently, they do not attract the attention of executives who are accustomed to focusing on the latest developments. However, once they understand what is meant by these three “pillars”, they are tempted by the prospect of reaping the enormous benefits that these actions can bring.
The five steps to maintain order in Japanese terms are as follows:
1. Seiri: Realize what is necessary and what is unnecessary for production, and give up the latter.
2. Seiton: Arrange all the items left after performing seiri.
3. Seiso: Keep machines and working environment clean.
4. Seiketsu: Extend the concept of purity to yourself and continuously repeat the previous three steps.
5. Sitsuke: Develop self-discipline and the habit of participating in 5S through standards.
There are five ways to assess the 5S level at each stage.
1. Self-esteem.
2. Assessment by an expert consultant.
3. Evaluation of the leadership.
4. A combination of the above methods.
5. Competition among groups of workers.
Kaizen
For kaizen, the process itself is as important as the result. In order to involve people in the continuation of their kaizen efforts, the leadership of the organization must carefully plan, organize, and execute the project. Managers often want to see results too quickly and miss out on vital processes. In fact, 5S is not a whim, not a whim for one month, but an element of everyday life. Therefore, any kaizen project should include the following steps.
Since kaizen takes into account people's resistance to change, the first step is to prepare them internally before the campaign begins. In anticipation of efforts to implement 5S, some time should be allocated to discuss this philosophy and the benefits of its implementation:

creation of a clean, also in terms of sanitary conditions, pleasant and safe working environment;

revitalizing jobs and significantly improving morale and motivation of people;

elimination different types waste by minimizing the need to find tools, making it easier for operators, reducing heavy manual labor and freeing up space.

The great benefits of 5S are seen across the company:

helping people develop self-discipline; such employees are always involved in 5S, have a positive interest in kaizen, and can be confident that they adhere to the requirements of the standards;

identification of many types of losses; recognizing problems is the first step in eliminating waste;

getting rid of waste improves the 5S process;

precise identification of inconsistencies such as scrap and excess inventory;

Reducing unnecessary movement, such as walking and useless labor-intensive work;

visual identification and subsequent resolution of problems related to material shortages, line imbalances, machine breakdowns and delays in deliveries;

simple solutions to significant logistic problems;

visualization of quality problems;

improving work efficiency and reducing the cost of operations;

Reducing industrial accidents by eliminating problems caused by slippery floors, dirt in the field, uncomfortable clothing and working in unsafe conditions.

Peculiarities of personnel management in the USA (for example, McDonalds)

Key features of American governance

In the 70s in American administration the concepts of “human resources” and their management were established instead of “personnel” and “personnel management”. Most of the firms have also abandoned the traditional names of personnel departments in favor of "departments (services) of human resources", introduced new terminology in official documents. Today it is also used in relation to planning the need for labor resources and staffing and in relation to professional development and professional development of workers. The changes reflect the rethinking of the role and place of a person in production, taking place in management in the era of scientific and technological revolution, the adoption of new theoretical concepts in the basis of personnel management and, as a result, the introduction by many firms of a number of innovations in the forms and methods of personnel work.
The concept and practice of personnel work have been formed for many decades in the conditions of an almost unlimited labor market, high staff turnover, and the absence of obligations of the employer to the dismissed employee. Accordingly, additional personnel costs were considered as a deduction from capital, corporations sought to minimize them in all cases.
The idea of minimizing capital investment in hired labor was at the heart of the principles of personnel management, arising from the provisions of the school of "scientific management". Management science required minimizing the dependence of technological processes on the subjective factor. The implementation of these requirements, in particular when designing workplaces, reduced the dependence of production on the quality of the performers' labor. The splitting of the technological process into the simplest, elementary operations solved the problem of minimizing the qualification requirements for the operator and made it possible to use cheap low-skilled labor. A rigid division of labor was carried out not only between operators, but also between executive and managerial labor and between functions and hierarchical levels of management. Representatives of the school of "scientific management", including F. Taylor, could verbally call for an even more humane attitude to the workforce, but this was contrary to the implementation of the fundamental principles of management in the pursuit of profit.
An illustration of this point is the practice of hiring workers at the beginning of the century in the factories of "Ford" and other firms. It was carried out from among the workers who were directly outside the gates of the enterprise. The worker was immediately put to his place at the assembly line, where his ability to work was determined. As soon as it was discovered that an employee could not keep up with the pace set by the conveyor - this could have happened in the first weeks or days of work or later - followed by dismissal, hiring a new employee, after which the cycle usually repeated. The fluidity was expressed in double digits, but this did not affect the economic position of the firm.
The difference between the concept of "human resources" and the concepts of personnel management that underlie the schools of "scientific management" or "human relations" consists in the recognition of the economic feasibility of investments associated with attracting labor force, maintaining it in working condition, training and even creating conditions for more complete identification of the possibilities and abilities inherent in the personality.
The concept of human resources is, first of all, a practical concept that appeared in response to changes in the conditions of economic activity of corporations in the production, technical, socio-economic spheres. The manifestation of these changes was the increase in the role of labor in production. The decisive factor of competitiveness in many industries has become the availability of qualified labor force(from top managers to operators), the level of her motivation, organizational forms and other circumstances that determine the effectiveness of the use of personnel. American experts refer most often to this factor in explaining the reasons for the success of the Japanese monopolies. "The main advantage of Japan," writes researcher B. Bruce-Briggs, "is that it has a good, cheap labor force." As a result, the traditional approach to work with personnel, based on "minimizing costs" for it, in many corporations has failed.
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