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[Column] Why do wage reforms in small and medium-sized enterprises always fail?

[Column] Why do wage reforms in small and medium-sized enterprises always fail?

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This is because it does not view wage reform as a company-wide strategy. By only looking at the aspects of the wage system, the essential themes of management do not become visible. The theme that many managers are struggling with is the reform of the profit structure through the variable cost of labor. No matter how much the wage system is revised, if the source of funds does not increase, bonuses will not increase. To increase the source of funds, performance must be examined; otherwise, it will not grow. To be satisfied with evaluations, it is difficult to accept evaluation criteria given by others. Therefore, employees should be allowed to create evaluation criteria based on this period's management policies and goals. For employees, wages are a theme where they are the protagonists. It does not work well because managers struggle alone.

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[Case Study of Medical Education] Kurashiki Central Hospital Nursing Department and Pharmacy Department

[Case Study of Medical Education] Kurashiki Central Hospital Nursing Department and Pharmacy Department

Visualizing the subtlety of manual techniques that cannot be conveyed through text in videos! Achieving a reduction in patient explanation time and standardization of education.

We would like to introduce a case study of the implementation of "VideoStep" at Kurashiki Central Hospital's Nursing Headquarters and Pharmacy Headquarters. At the Nursing Headquarters, the challenge was that the procedure manuals did not effectively convey the appropriate force, leading to inconsistencies in the training content. At the Pharmacy Headquarters, there was anxiety about operating equipment due to the inability to share the fine movements of the fingertips in writing. After the implementation, the explanation time was shortened through pre-appointment guidance for patients using videos. A common understanding of the techniques was established, which helped reduce the burden of redundant explanations and prevent mistakes. 【Case Overview】 ■ Challenges at the Nursing Headquarters: Procedure manuals did not convey the appropriate force, and the emphasis varied depending on the instructor. ■ Challenges at the Pharmacy Headquarters: Inability to share fine fingertip movements in writing, leading to anxiety about operating equipment. ■ Purpose of Implementation: To visualize the techniques through videos, aiming for more efficient patient explanations and standardization of education. ■ Effects: - Shortened explanation time for patients through pre-appointment guidance using videos. - Established a common understanding of techniques, reducing the burden of redundant explanations and preventing mistakes. *For more details, please download the PDF or feel free to contact us.

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[Column] We Don't Need Super Player-Type Managers

[Column] We Don't Need Super Player-Type Managers

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There are super-player type managers who are responsible for a large part of the team's performance, but management often does not go well. This is because team members inevitably become dependent on the super-player type manager. Super-player type managers are busy with on-site work, so even when new people join, they cannot teach them. Indeed, people have their strengths and weaknesses. Super-players have their own path to success, and managers have their own path as managers. It's not a matter of which is better or worse; it becomes a theme of role distribution within the team. When a manager is a super-player, team members may hesitate to take initiative, feeling that they are not needed, which leads to a loss of motivation. Unbeknownst to them, the leader becomes like the emperor with no clothes. When organizing a team, it is important to operate in a way that does not rely solely on specific individuals. The more a team depends on certain people, the greater the risk, and the overall level does not improve.

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[Column] Aligning Work Quality with Social Changes Across All Employees

[Column] Aligning Work Quality with Social Changes Across All Employees

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The economic environment surrounding us has become too advanced, complex, and specialized, leading to a time when past experiences are no longer useful. In other words, there is a significant change occurring where we must improve the quality of our work to survive. This need to enhance work quality applies to all members. To achieve this, we must change the nature of our work. In addition to bringing the team together, team leaders are required to take on new challenges in strategic areas such as product development, technology development, and sales area/channel development to deliver work and results to the team. Sub-leaders need to manage the team as representatives of the team leader. This is necessary because even if the leader engages in strategic actions, the team requires functionality to operate effectively. If we do not cultivate individuals to take on these roles, leaders will not be able to engage in strategic actions. Each member is expected to enhance their practical processing abilities. Furthermore, it is essential for all employees to take responsibility for their roles, demonstrate leadership regardless of their position in relation to superiors or subordinates, and actively pursue goals and objectives. There is a demand for the overall improvement of all employees, and it is required that the way the team operates is a collective effort from all employees.

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[Column] Conveying the Spirit of Entrepreneurship 2: Storytellers

[Column] Conveying the Spirit of Entrepreneurship 2: Storytellers

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A lasting organization has the presence of storytellers. A representative example is the "company history." The company history is its own history, but its purposes are twofold: 1. To leave behind examples of management decisions for those who follow, and 2. To educate and instill an understanding of how we arrived at today. Through the company history, one learns the important values of the company. A close analogy would be a fairy tale. Every Japanese person knows "Kintaro of Ashigara Mountain." This is because it is passed down across generations. Important matters are conveyed within the same ethnicity and inherited by the next generation. A crucial element of the mindset of like-minded individuals is identity. Growing companies have storytellers. These storytellers do not simply say, "Do this" or "Do that." They help others understand why this is necessary and why that is important. It is because they can convey the reasons that people are motivated to act. Identity is the treasure chest of a company that solves the "why." The storytellers of the company are you, the executives and leaders. *For more details on the column, please refer to the related links. For further inquiries, feel free to contact us.*

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[Column] ➃-➃ Small and Medium-Sized Enterprise Presidents: People Who Seek Speed and Consideration

[Column] ➃-➃ Small and Medium-Sized Enterprise Presidents: People Who Seek Speed and Consideration

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■Business leaders seek speed They always have a sense of crisis. They feel uneasy if they are not doing something, and their thought process is constantly finding problems in the current situation, struggling with them, and thinking of solutions. This is why business leaders are impatient and demand speed. If an employee says they will complete something in a week, they will insist it be done in three days and will immediately ask for a report on the progress the next day. Business leaders think about the company 365 days a year, 24 hours a day, and without this level of commitment, decisions do not progress. ■Business leaders are considerate people Business leaders are considerate individuals. If the total amount of numbers is even slightly off, they become furious; if a calendar or picture frame is crooked, they cannot rest until it is fixed; and when dining out, they pay close attention to how one eats, drinks, and behaves. This is a practice of correct habits. It is not just about being a good employee, but about cultivating a way of being as a sensible person. This is why they can be quite particular. This aspect also reflects the strong sense of responsibility that business leaders have. Additionally, if an employee's family has a celebration, they will quietly offer their congratulations, and if there is a misfortune, they will always encourage the employee. They are considerate to ensure that employees can work comfortably.

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[Column] ➇-⓶ Illness of Small Businesses: Inability to Perform Basic Operations

[Column] ➇-⓶ Illness of Small Businesses: Inability to Perform Basic Operations

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Another problem often seen in many companies is that they are not performing the "basic actions." When you wake up in the morning, you should greet others with "Good morning," and when things are messy, you should clean up. These are the obvious basic actions that an organizational member must do. If you cannot perform these basic actions naturally, like breathing in and out, you cannot be a part of the organization. Particularly lacking are the actions of reporting, communicating, consulting, and giving instructions and orders. The inability to give instructions and orders is serious; failing to perform these basic actions that move people can lead to chaos in the workplace. Additionally, they are also failing to adhere to established rules. Not following them has become a habit in itself. If there is no habit of properly doing what has been decided, then any attempt to do something new is futile.

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[Column] ➅ Principles for Unifying Organizational Groups ➀

[Column] ➅ Principles for Unifying Organizational Groups ➀

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■Seven Elements of the Principle of Group Unity The characteristic of an organization is that people with similar values come together, but in a company organization, people with different values, backgrounds, ages, and genders gather. Therefore, in order to achieve unity, one must devise a clear intention; otherwise, the organization will not function. This is the principle of group unity. Small and medium-sized enterprises are formed by gathering people with differing values, creating a sort of human zoo. Thus, it is better to consider company management on the premise that if nothing is done, things will not run smoothly. This principle of group unity consists of seven elements: 〇 Management Philosophy 〇 Mid-term Vision 〇 Structural Formation Strategy 〇 Policies 〇 Product Strategy 〇 Tactics 〇 Combat. By properly establishing these seven elements, the organization can act without hesitation and transform into a group that understands the standards for value judgment in thinking and behavior. To unify an organization means that if the group is told to go right, everyone goes right, eliminating any confusion within the organization. This removal of confusion is crucial for the organization. The group will grow to the point where they can understand the current policy without the president having to repeatedly explain it. This allows efforts to shift to different areas, raising the standard level of the organization.

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[Column] 7 Principles for Unifying Organizational Groups 2

[Column] 7 Principles for Unifying Organizational Groups 2

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The management philosophy is the source that unifies a disparate group. Even if a family does not have a family creed, the same DNA flows through them, making it easier for the family to be cohesive. However, a company lacks this DNA and must deliberately create it afterward. This DNA defines the way of thinking and behavior required to work in the same company. The management philosophy serves as the roots of a tree; if they are not strong, the tree will not grow. Even if the tree has a large trunk and leaves, it will fall if the roots begin to rot. In other words, even if the management philosophy is admirable, if the actual management is done haphazardly, the visible results will not be achieved. It is essential to have a correct management philosophy, and at the same time, the specific vision, policies, product strategies, tactics, and actions based on it must be adapted to the environment. The management philosophy is the purpose of the company's existence and the goals and vision we aim for. To practice this goal in our daily lives, the way we think and act must be expressed in specific terms, which serve as the standards for action. Each person, while engaging in their respective work, must maintain a sense of awareness and improvement regarding whether what they are doing is truly right, and they must practice in accordance with the way of thinking, attitude, and behavior outlined in the standards for action.

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[Column] Development of New Businesses (1) Points of Success and Failure

[Column] Development of New Businesses (1) Points of Success and Failure

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An era that demands strategy. One perspective on this is new business ventures. ■Common points of failure in new business ventures: (1) Entering a completely unknown field without understanding how to conduct the business or the necessary know-how. (2) Having the financial resources and materials, but lacking suitable personnel. (3) Insufficient understanding of the market and demand. (4) High risk and high return with significant investment amounts. (5) Unclear expectations regarding the investment amount. (6) Misjudging the timing for withdrawal. (7) Expansion into different industries based on the owner's president's unilateral decisions and personal interests. ■Success points from successful examples: (1) Related industries or business types to the current business. (2) Transitioning upstream (manufacturing) or downstream (retail). (3) Growth areas, networks, and timing that align with current trends. (4) Utilizing systems that allow for the incorporation of know-how (such as franchising). (5) Leveraging assets and employees from existing businesses, such as land and buildings. Relying solely on existing businesses that target the same products to the same customers makes it increasingly difficult to achieve appropriate profits. Therefore, one strategic perspective is new business ventures. When new businesses succeed, they can generate significant benefits for the company.

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[Column] Growth Trajectory of Small and Medium Enterprises 1: From Birth to Rapid Growth Period

[Column] Growth Trajectory of Small and Medium Enterprises 1: From Birth to Rapid Growth Period

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Humans are born and go through a growth process that includes kindergarten, elementary school, middle school, high school, university, and adulthood. At each of these milestones, there are encounters with people, entrance exams, and graduations. Additionally, significant life events such as coming of age ceremonies and employment also occur. Similarly, companies have their own fundamental growth trajectories. ■ Birth Stage First is the birth stage. This is the period shortly after a company is established, which every company experiences. The survival rate of a company is more stringent than the survival rate of humans. It is said that the survival probability of a newly established company surviving for ten years is about 20-30%. ■ Foundation Stage Once the birth stage is over, the foundation stage begins. This is the period when the foundation of products and customers gradually starts to take shape. ■ Rapid Growth Stage Next, the company enters the rapid growth stage. This occurs when the selection of products, industries, areas, and customers is favorable, leading to an increase in the number of customers and business opportunities, resulting in rapid growth. The increase in the number of employees does not cause rapid growth; rather, it is the increase in business opportunities that inevitably leads to an increase in the number of employees. This is how a company experiences rapid growth.

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[Column] Team Management in the 21st Century: Building Teams with Participation from All Employees

[Column] Team Management in the 21st Century: Building Teams with Participation from All Employees

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Participation means thinking for oneself, making judgments, taking action, and taking responsibility. In contrast, mere attendance means just being present. The goals and objectives of the company and team are the same for all employees. However, the roles of management, leaders, and members are different. There are countless themes that cannot lead to results with just one manager or one leader. It is when all members think for themselves, make judgments, and take action regarding their roles and responsibilities within their team that a sense of ownership begins to emerge. This leads to a strong commitment to achieving results. Consequently, the sense of joy when accomplishments are achieved becomes more profound. Companies that can strongly evoke this sense of experience become "companies where employees feel joy in their work." Employees feel fulfilled because they know they are needed by their company and team, making them happy as workers. Members desire not only personal satisfaction from the company, such as rewards and promotions, but also satisfaction from achieving the company's goals and the joy of participating in that process. *For more details on the column, please refer to the related links. For further inquiries, feel free to contact us.*

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[Column] Working to Move the Team as a Team

[Column] Working to Move the Team as a Team

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Teamwork refers to the ability to take individual actions while maintaining a coordinated effort as a team. The importance of teamwork lies not just in improving the relationships among the people involved, but in achieving things that are difficult to accomplish with individual abilities alone, which can be accomplished by the team. Simply gathering the necessary number of people to do a job does not guarantee effective teamwork. A team fundamentally begins with all members having a sense of ownership as part of the team, sharing a common purpose and goals, and engaging in a process to achieve them. To strengthen teamwork, it is necessary to focus on team building, with four key points: ■ Sharing purpose and goals (understanding the purpose, goals, and methods) ■ Enhancing participation willingness (understanding what one needs to do) ■ Skill improvement (enhancing one's capabilities in their assigned tasks) ■ Cooperation (knowing and adhering to team rules) *For more detailed information, please refer to the related links. Feel free to contact us for further inquiries.

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[Column] When the flow of funds stops, companies go bankrupt.

[Column] When the flow of funds stops, companies go bankrupt.

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Cash flow management involves monitoring how much money is deposited and how much is withdrawn over a certain period. The income statement shows how much revenue a company has earned and how much profit it has made during the current period, but a company can still go bankrupt even when it is in the black. This may seem like an inexplicable phenomenon, but it is a fact. The reason this happens is that "funds" in a company are akin to "blood" in the human body; if the flow is cut off, no matter how healthy the body is, life cannot be sustained. Cash flow management is like boxing. The income statement is like a baseball pennant race; there may be months when the company is in the red, but as long as it can turn a profit by the end of the fiscal period, that is sufficient. However, cash flow management is like a boxing match; even if you know that 100 million yen will be deposited tomorrow, if you cannot prepare the necessary funds today and end up issuing a bounced check, the company will be knocked out. In other words, while profit is certainly necessary for a company to survive, cash flow management is also extremely important. *For more details on the column, please refer to the related links. For further inquiries, feel free to contact us.*

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