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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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Akio Morita
Age: 78 †
Born: 1921
Born: January 26
Died: 1999
Died: October 3
Businessman
Businessperson
Engineer
Physicist
Kind
Adjusted
People
Japanese
Honorable
Tend
Notion
Better
Work
Much

More quotes by Akio Morita

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The only sure thing is that in business there are no sure things.
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In the United States businessmen often do not trust their colleagues. If you trust your colleague today, he may be your competitor tomorrow, because people frequently move from one company to another.
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When I find an employee who turns out to be wrong for the job, I feel it is my fault because I made the decision to hire him.
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The public does not know what is possible. We do.
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Once you have a staff of prepared, intelligent, and energetic people, the next step is to motivate them to be creative.
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If we do our best and make efforts, a peaceful and great future will become ours without fail. Whether we succeed or not depends on the strength of our resolve and the amount of our endeavor.
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America looks 10 minutes ahead Japan looks 10 years.
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Japanese attitudes toward work seem to be critically different from American attitudes.
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We treat employees as a member of the family. If management take the risk of hiring them, we have to take the responsibility for them.
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Executives of the company must have the necessary qualities to direct the personnel by showing them the way to do things.
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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. Employees are not guilty why should they suffer?
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The patron saint of Japanese quality control, ironically, is an American named W. Edwards Deming, who was virtually unknown in his own country until his ideas of quality control began to make such a big impact on Japanese companies.
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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.
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I believe one of the reasons we went through such a remarkable growth period was that we had this atmosphere of free discussion.
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We want everybody to have the best facilities in which to work, but we do not believe in posh and impressive private offices.
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I have always made it a point to know our employees, to visit every facility of our company, and to try to meet and know every single employee.
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We don't believe in market research for a new product unknown to the public. So we never do any.
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Our plan is to lead the public with new products rather than ask them what kind of products they want.
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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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We all learn by imitating, as children, as students, as novices in the world of business. And then we grow up and learn to blend our innate abilities with the rules or principles we have learned.
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