| 词条 | Ho-Ren-So |
| 释义 |
“Hō-Ren-Sō” (報・連・相) is a business mantra or mnemonic acronym in Japanese business culture. It is an “abbreviation of “Hōkoku” (報告, to report), “Renraku" (連絡, to inform) and “Sōdan” (相談, to consult), and is more memorable as a homonym of hōrensō, the Japanese word for "spinach". It is utilized as a basic business rule in Japan to conduct smooth business communication. The origin of “Ho-Ren-So” comes from Tomiji Yamazaki who was the ex-president of Yamatana Security firm. In 1982 he started using the term for effective business communication in his firm and it has been widely spread and used throughout Japan through his book, “Strengthen your company with Ho-Ren-So”. Description“Hokoku” is to report on a process or result of business from a subordinate to a superior.[1] In Japan, subordinates don't have much authority to make business decision. Usually the decisions are made by an organization as a whole. Therefore, a subordinate must report everything to superior immediately and exactly. It is especially important to report a mistake or a problem immediately because his/her superior has the responsibility for it. “Renraku” is to inform facts. One must inform the facts and decision to the relevant parties. One should not include one's opinion and guesses. If "Renraku" is not done or not completed, then you cannot control your team. And then, "Renraku" communicated to the people who need it. Finally, "Renraku" done quickly. Its content might need to prepare for the next action. “Sodan” is to consult or discuss. For example, a superior give a subordinate an advice, and an employee talks over with superior about some unnecessary consultation in Japanese business. Because a superior rarely speaks to a subordinate in the Japanese company, but, they want to be asked for their advice. They want others to think that "you can always count on me." So, they feel better if they receive request for consultation from their subordinate. Pros and ConsThere are many benefits to incorporating the "Ho-Ren-So" philosophy. First, if a issues within tasks are reported, it can be resolved quickly because a manager controls it and decides how to resolve it. Next, if information is communicated with team members and it is known all members of a team, they can take ownership of the schedule and tasks. Finally, if information is consulted from a subordinate, a decrease of quality will be prevented and likely won't occur again. On the other hand, there are some Cons in "Ho-Ren-So". First, there is a cost of management. It is a very time consuming process, leaving employees with little time to complete their various work assignments. Moreover, and since a subordinate must always wait instructions from his/her supervisor, this prevents employees from applying problem-solving skills on their own without the constant need for managerial input. References1. ^{{Cite web | url=http://www.culturalcandor.com/blogs/japanese-versus-western-leadership/| title=JAPANESE CULTURE AND LEADERSHIP STYLE| accessdate=2 May 2017| publisher=Cultural Candor Inc.}} 3 : Japanese business terms|Mantras|Mnemonics |
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