Ho-Ren-Sō: Difference between revisions
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'''"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 utilised 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 titled ''Strengthen Your Company with Ho-Ren-So''. |
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<big>'''Overview'''</big> |
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==Description== |
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Ho-Ren-So”, the same pronunciation with spinach in Japanese, is an “abbreviation of “Hokoku” (Reporting), “Renraku (Informing)” and “Sodan”(Consulting) which is considered and used as a basic business rule in Japan in order to smooth business communication. |
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''Hōkoku'' is to report on a process or result of business, from a subordinate to a superior.<ref name=Forest>{{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.}}</ref> In Japan, subordinates do not have much authority to make business decisions. Usually the decisions are made by an organisation as a whole. Therefore, a subordinate must report everything to their superior(s) immediately and exactly. It is especially important to report a mistake or a problem immediately, as one's superiors hold responsibility for it. |
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The origin of “Ho Ren So” comes from Tomiji Yamazak who is the ex-president of Yamatana Security firm. He has started using the term for better business communication in his firm in 1982 and it has been widely spread and used throughout Japan by his book, “ほうれんそうが会社を強くする (Strengthen your company by Ho-Ren-So)”. |
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''Renraku'' is to inform and notify of facts. One must inform relevant parties about facts and decisions, without including opinions or guesses. If this is not completed, then it is not possible to control a team. These facts should also be communicated to only people who need to hear them. Finally, the communication be done quickly, as the knowledge may be needed to prepare for the next action. |
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<big>'''Hokoku'''</big> |
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''Sōdan'' is to consult or discuss. For example, a superior should give advice to a subordinate, and employees should talk over their work with superiors. |
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Hokoku is to report on a process or result of business from a subordinate to a superior.<br/> |
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In Japan, subordinates don't have any authority to make business decision. The decisions are made by an organization as a whole.<br/> |
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Therefore, a subordinate must report everything to superiro immediately, and exactly.<br/> |
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It's especially important to report a mistake or a problem immediately because a superior has the responsibility about that. |
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==Pros and cons== |
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<big>'''Renraku'''</big> |
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Benefits of the Ho-Ren-So philosophy include the ability for issues to be resolved quickly as they are communicated effectively to managers, who then decide how to resolve the situation at hand. Additionally, if information is made known to all members of a team, ownership of the schedule and tasks can be divided up. Finally, if a subordinate proactively asks for information, a decrease of quality will be prevented and likely won't occur again. |
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Renraku is inform a factually. |
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One must inform the facts and decision to the relevant parties. |
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One should not include one opinion and guesses. |
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If Renraku is not done or not completed, then you can't control your team. |
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And then, Renraku communicated to the people who need it. |
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Finally, Renraku done quickly. Its Content might need to prepare for the next action. |
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Ho-Ren-So also comes with management costs. It is a time-consuming process, leaving employees with little time to complete their various work assignments. Moreover, since subordinate must wait for instructions from supervisors, this prevents employees from applying problem-solving skills on their own, and initiative is prevented by the constant need for managerial input, leading to [[micromanagement]]. |
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<big>'''Sodan'''</big> |
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==References== |
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Soudan is to consult or to 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 ask for their advice. They sant other to think that "you can always count on me." So, they feel better if they receive request for consultation from their subordinate. |
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{{reflist}} |
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{{Japanese social terms}} |
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<big>'''Pros and Cons'''</big><br />There is a lot of pros in "Ho-Ren-So" as below. |
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[[Category:Japanese business terms]] |
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First, If a trouble of tasks is reported, it can be resolved quickly. Because a manager controls it and decides how to resolve it. |
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[[Category:Mantras]] |
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[[Category:Mnemonics]] |
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Next, If an information is contacted with team members and it is known all members of a team, they can control a schedule and a task each other. |
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Finally, If an information is consulted from a subordinate, a decrease of quality will be prevented and it will not be worked again. |
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On the other hand, There are some cons in "Ho-Ren-So". |
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First, There is a cost of management. It needs a lot of times to do it. Thus employees can't get enough time to do your work. |
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Next, a subordinates always waits for an order from his/her manager. It prevents that they don't consider of their tasks by themselves. |
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{{Uncategorized|date=July 2016}} |
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Latest revision as of 11:30, 28 December 2024
 | This article may need to be rewritten to comply with Wikipedia's quality standards, as it is poorly formatted, poorly sourced, and poorly translated. (September 2018) |
"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 utilised 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 titled Strengthen Your Company with Ho-Ren-So.
Description
[edit]Hōkoku is to report on a process or result of business, from a subordinate to a superior.[1] In Japan, subordinates do not have much authority to make business decisions. Usually the decisions are made by an organisation as a whole. Therefore, a subordinate must report everything to their superior(s) immediately and exactly. It is especially important to report a mistake or a problem immediately, as one's superiors hold responsibility for it.
Renraku is to inform and notify of facts. One must inform relevant parties about facts and decisions, without including opinions or guesses. If this is not completed, then it is not possible to control a team. These facts should also be communicated to only people who need to hear them. Finally, the communication be done quickly, as the knowledge may be needed to prepare for the next action.
Sōdan is to consult or discuss. For example, a superior should give advice to a subordinate, and employees should talk over their work with superiors.
Pros and cons
[edit]Benefits of the Ho-Ren-So philosophy include the ability for issues to be resolved quickly as they are communicated effectively to managers, who then decide how to resolve the situation at hand. Additionally, if information is made known to all members of a team, ownership of the schedule and tasks can be divided up. Finally, if a subordinate proactively asks for information, a decrease of quality will be prevented and likely won't occur again.
Ho-Ren-So also comes with management costs. It is a time-consuming process, leaving employees with little time to complete their various work assignments. Moreover, since subordinate must wait for instructions from supervisors, this prevents employees from applying problem-solving skills on their own, and initiative is prevented by the constant need for managerial input, leading to micromanagement.
References
[edit]- ^ "JAPANESE CULTURE AND LEADERSHIP STYLE". Cultural Candor Inc. Retrieved 2 May 2017.