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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.

Akio Morita

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Akio Morita
Age: 78 †
Born: 1921
Born: January 26
Died: 1999
Died: October 3
Businessman
Businessperson
Engineer
Physicist
Must
Engineers
Giving
Target
Important
Dealing
Management
Constantly
Company
Jobs
Targets
May
Industrial

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If you don't want Japan to buy it, don't sell it.
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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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Japanese people tend to be much better adjusted to the notion of work, any kind of work, as honorable.
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There is no secret ingredient or hidden formula responsible for the success of the best Japanese companies.
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An enemy of innovation could be your own sales force.
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A company will get nowhere if all of the thinking is left to management.
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The important thing in my view is not to pin the blame for a mistake on somebody, but rather to find out what caused the mistake.
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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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We don't believe in market research for a new product unknown to the public. So we never do any.
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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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Never break another man's rice bowl.
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I believe people work for satisfaction.
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But make sure you don't make the same mistake twice.
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The public does not know what is possible. We do.
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My chief job is to constantly stir or rekindle the curiosity of people that gets driven out by bureaucracy and formal schooling systems.
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All you need is the best product in the world, the most efficient production in the world and global marketing.
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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 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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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, every action analysed and every responsibility assigned by an organisation chart.
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