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The most important mission for a Japanese manager is to develop a healthy relationship with his employees, to create a familylike feeling within the corporation, a feeling that employees and managers share the same fate.
Akio Morita
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Akio Morita
Age: 78 †
Born: 1921
Born: January 26
Died: 1999
Died: October 3
Businessman
Businessperson
Engineer
Physicist
Feelings
Develop
Employees
Important
Fate
Manager
Healthy
Japanese
Relationship
Employee
Share
Mission
Create
Managers
Feeling
Missions
Within
Corporations
Corporation
More quotes by Akio Morita
Never break another man's rice bowl.
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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 believe it is a big mistake to think that money is the only way to compensate a person for his work. People need money, but they also want to be happy in their work and proud of it.
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If you go through life convinced that your way is always best, all the new ideas in the world will pass you by.
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If you don't want Japan to buy it, don't sell it.
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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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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.
Akio Morita
We want to keep the company healthy and its employees happy, and we want to keep them on the job and productive.
Akio Morita
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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The company must not throw money away on huge bonuses for executives or other frivolities but must share its fate with the workers.
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But make sure you don't make the same mistake twice.
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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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I believe people work for satisfaction.
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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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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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The public does not know what is possible. We do.
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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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We don't believe in market research for a new product unknown to the public. So we never do any.
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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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Americans make money by playing `money games,' namely mergers, acquisitions, by simply moving money back and forth ... instead of creating and producing goods with some actual value.
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