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Baba, K (1990) Principal Nature of Management in Japanese Construction Industry. Journal of Construction Engineering and Management, 116(02), 351–64.
- Type: Journal Article
- Keywords: Management; Japan; Construction industry; United States;
- ISBN/ISSN: 0733-9364
- URL: https://doi.org/10.1061/(ASCE)0733-9364(1990)116:2(351)
This article examines fundamental differences in the management styles of American and Japanese managers, and how these differences will impact the construction industry. Managerial problem solving using the analysis by C. G. Jung is explored to demonstrate how America relies on management by conscious means, while Japan employs management by unconscious means. Understanding the difference in the principles of two kinds of management helps illuminate many of the practical differences that exist between the two nations' construction industries. There are three subjects discussed explaining the actual differences in the management in the construction industries: organization of construction projects, meaning of conformity of contract, and meaning of fairness within the tendering system. These differences come from many unique characteristics that originated in the principles of Japanese management—management by unconsciousness.