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If we face recession, we should not lay off employees; the company should sacrifice a profit. It’s management’s risk and management’s responsibility.

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Company Employee Management Profit Recession Responsible Risk Sacrifice

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Japanese people tend to be much better adjusted to the notion of work, any kind of work, as honorable.
AKIO MORITA

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(Japanese Government believes that if you have a big laboratory with all the latest equipment and good funding it will automatically lead to creativity. It doesn’t work that way.
AKIO MORITA

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More people are interested in trying to shuffle paper assets around than building lasting assets by producing real goods.
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A company will get nowhere if all of the thinking is left to management.
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Whether we succeed or not depends on the strength of our resolve and the amount of our endeavor.
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If you trust your colleague today, he may be your competitor tomorrow, because people frequently move from one company to another.
AKIO MORITA

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And then we grow up and learn to blend our innate abilities with the rules or principles we have learned.
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Your business and its future are in the hands of the people you hire.
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Business Future Hand Hire People
There are three creativities: creativity in technology, in product planning, and in marketing.
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The best example of this was the Apollo project in the United States.
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Apollo Best Example Project United States
We will try to create conditions where persons could come together in a spirit of teamwork, and exercise to their heart’s desire their technological capacity.
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Management of an industrial company must be giving targets to the engineers constantly; that may be the most important job management has in dealing with its engineers.
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To have any one of these without the others is self defeating in business.
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From a management standpoint, it is very important to know how to unleash people’s inborn creativity.
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Amenities are not of great concern to management in Japan.
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Concern Country Great Management
Without an organisation that can work together, sometimes over a very long period.
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I consider it my job to nurture the creativity of the people I work with because at Sony we know that a terrific idea is more likely to happen in an open, free and trusting atmosphere than when everything is calculated.
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I knew we needed a weapon to break through to the US market, and it had to be something different, something that nobody else was making.
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But if you work with people, sometimes logic often has to take a backseat to understanding.
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An enemy of innovation could be your own sales force.
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If you don’t want Japan to buy it, don’t sell it.
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We want to keep the company healthy and its employees happy, and we want to keep them on the job and productive.
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I believe it is a big mistake to think that money is the only way to compensate a person for his work.
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The most important mission for a Japanese manager is to develop a healthy relationship with his employees.
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The remarkable thing about management is that a manager can go on for years making mistakes that nobody is aware of, which means that management can be a kind of a con job.
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I established the rule that once we hire an employee, his school records are a matter of the past and are no longer used to evaluate his work or decide on his promotion.
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I often say to my assistants, “Never trust anybody,” but what I mean is that you should never trust someone else to do a job exactly the way you would want it done.
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