By Fiona Graham
Jap white-collar employees were characterized by means of their excessive loyalty and life-long dedication to their businesses. This e-book is predicated on very large ethnographic examine inside of a eastern assurance corporation throughout the interval whilst the corporate used to be facing a big trouble which led to the company's financial disaster and cave in. It examines the attitudes of jap staff in the direction of their paintings, their corporation and similar concerns at a time while the status quo and confirmed attitudes have been less than risk. the wide variety and aspect of the reporting of employees' attitudes, usually of their personal phrases, sustained over a substantial timescale, makes this examine a very necessary source.
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Extra info for A Japanese Company in Crisis: Ideology, Strategy, and Narrative (Contemporary Japan)
Stock prices were zooming. The life insurance companies were called ‘The Lifers’ in capital letters because they were fat with money and allpowerful. Life insurance companies were no longer just selling life insurance but were making money from the investment of that money. C: The economic climate in Japan was one of high growth for almost all of the period until the bursting of the bubble in 1991. So I experienced both the good times and the bad. In periods of high growth there isn’t enough money and then when the bubble came…as for stocks?
There was no pressure from overseas (gaiatsu), and inside Japan was governed by countless rules, so there was no need to worry about competition from abroad. There is also recognition that C-Life—as a major company—had been in a protected position compared to smaller companies, which operated in a much more competitive world. C: Before, we had a large company, small company dual structure in Japan, so the larger companies, whether they were banks or manufacturing, were very stable. And Japan was very advanced in technology development so I think that they had the earnings capacity.
In the next chapter, I discuss the restructuring plan in more depth. First, however, I consider the situation before the plan was announced. What was the atmosphere like in C-Life at the time, and what did employees think would happen to them? Inside the company The 800 lay-offs were the culmination of a series of measures taken by C-Life’s management to try to reverse the ailing company’s performance. One of these, introduced a few months before the restructuring, was a companywide pay cut. Q: So at the moment, has the company not decided to make everyone suffer together, by having a 6 per cent pay cut across the board?
A Japanese Company in Crisis: Ideology, Strategy, and Narrative (Contemporary Japan) by Fiona Graham