Summary[ edit ] Amoebas are in general groups of 5 to 50 people, composed of personnel in a company, with a clearly defined purpose of making profit for itself.
Author s Bio Summary Especially effective in dynamic and highly competitive environments, the Amoeba Management System has received attention from the Harvard Business Review and has already been successfully adopted at more than companies around the world. At the heart of this innovative management system is a business philosophy based on doing the right thing as a human being and the leadership potential of all employees.
This philosophy, coupled with a simple and precise micro-divisional management and accounting system that enables the distribution of leadership and management responsibility into small self-supporting units called amoebas, can help organizations achieve a high degree of flexibility and market-sensitivity.
Written by the system's creator, Amoeba Management: The Dynamic Management System for Rapid Market Response provides a comprehensive introduction to this unique and time-tested method of management control and accounting.
Explaining the management philosophy and principles, it unveils fresh and pragmatic insights on how to foster a culture of leadership and responsibility in your organization. Kazuo Inamori, director and chairman emeritus of Japan Airlines, founder and chairman emeritus of Kyocera Corporation, and honorary adviser of KDDI Corporation, delves into decades of experience creating and implementing this system to supply you with invaluable operational guidance on how to monitor and manage every aspect of your company.
Facilitating the understanding required to divide your organization into small units with self-supporting accounting, this book supplies the tools to achieve a system of management by all whereby all amoeba members focus their strengths on accomplishing common goals.
It provides a means for making the concept of "value-added" truly operational for every employee and describes the features and use of the Hourly Efficiency Report, the primary mechanism used to control profits.
Even companies with stagnating profitability will be able to transform themselves into high-profit enterprises using the methods described in this book.By establishing the Amoeba Management System, which was built on the H/E System, Kyocera implemented a process where every employee could easily understand their department's goal, and work toward achieving that goal from their respective functions.
Amoeba Management: The Dynamic Management System for Rapid Market Response - CRC Press Book Especially effective in dynamic and highly competitive environments, the Amoeba Management System has received attention from the Harvard Business Review and has already been successfully adopted at more than companies around the .
The Leading Question. What can executives learn from Kyocera’s amoeba management system? Findings. Each “amoeba” unit is expected to operate independently and to develop its own ways of working with other amoebas to achieve profitable growth. Amoeba Management at Kyocera Corporation This system has transformed the corporation from a small, local manufacturer to a globally-based, technological leader in the field of advanced ceramic applications, with annual sales amounting to 4 billion U.S.
dollars. Describes Kyocera's unusual approach to profit centers. The firm's basic units of operation are profit centers called "amoebas," which are sales or manufacturing units with full responsibility for their planning, decision making, and administration.
Amoebas are expected to find ways to improve production and lower costs, reflecting the belief of . Amoeba Management is a unique management method that Inamori created while striving to uphold Kyocera's Management Rationale.
Amoeba Management begins with dividing an organization into small units called "amoebas." Each amoeba leader is responsible for .