In order to establish this relationship of mutual trust, it is necessary to tell employees about the company without concealment. Based on this consideration, kazuo inamori implemented the "transparent operation of glass" in Kyocera, so that all employees can know the operation status of Kyocera.
Whether an enterprise can operate transparently depends on the management concept held by the top management. How did kazuo inamori implement "transparent management" in Kyocera?
First of all, management must be "transparent" from company cadres to ordinary employees. Not only the operator should know the company like the back of his hand, but also the employees can know the company and see what the operator is doing. This is called "glass-like transparency".
Companies are by no means tools for operators to pursue personal interests. The mission of the company is to create material and spiritual happiness for all employees of the company and contribute to the development of human society.
Operators must take the lead in setting an example and do their best to achieve the company's business objectives. As long as the transparent operation is implemented and the operators take the lead in striving to realize the company's mission, the employees will be clear at a glance.
On the contrary, if the operator uses the public funds of the enterprise for private use, even if it is very small, or spends too much on golf and catering in the name of entertaining guests, employees will know. Then the operator will not only lose the trust of employees, but even lead to the defection of employees.
Therefore, in order to implement transparent management, operators must be strictly self-disciplined, and no matter who looks at it from which angle, operators' behavior must be impartial.
Leaders' ideas and goals should be correctly communicated to employees. Kyocera's annual management policy takes a lot of energy to convey to every employee.
At the beginning of the year, the president issued the management policy, which was directly announced to the middle-level and above cadres in the area where the headquarters is located, and also transmitted to factories all over the country through radio. After listening to the president's business policy, cadres should convey the content to their subordinates who work in the workplace. After that, all employees in the workplace will take turns to watch and listen to the president's speech through video.
In this way, all employees can correctly understand the specific business objectives and specific measures to achieve them while correctly understanding the overall business policy of the company and the group company explained by the president.
The president's thoughts and thoughts are conveyed to every employee indiscriminately, and then developed as the goals of various departments.
In addition, Kyocera holds international business meetings twice a year, and business cadres of Kyocera Group from all over the world gather together.
At the meeting, cadres from all regions and cities in the world will compare their plans and achievements, announce their future policies and discuss them. All cadres get together, listen to the reports of various departments and group companies, understand the overall situation of Kyocera Group, and the position of the work they want to do in the overall action of the group.
The detailed report on the whole group was not only conveyed to the top of the group, but also treated more than 200 participants equally so that everyone could have it.
Inside Kyocera, the detailed performance of each department last month should be reported at the morning meeting at the beginning of each month. Amoeba members are already very familiar with the plans and achievements of their own departments. At the morning meeting at the beginning of the month, they can clearly understand the details of their factories, business divisions and departments with figures.
Kyocera has been trying to make more employees enjoy more business information. Let employees know the overall situation, direction and goal of the company, and at the same time let employees know the difficulties and business problems they will encounter.
This practice is indispensable for improving the company's moral standards, forming a joint force of the company and making employees forge ahead in the right direction. Therefore, the company's operating conditions should be as open and transparent as possible, not only for the company's top management, but also for ordinary employees.