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Essay / Research Paper Abstract
This 9 page paper examined the management style of Konosuke Matsushita, founder of the company that is better known today as Panasonic. Following the examination of the management style and values the papers considers how change may be introduced into the organisation if a new strategy of innovation was adopted. The bibliography cites 6 sources.
Page Count:
9 pages (~225 words per page)
File: TS14_TEmatsuh.rtf
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Unformatted sample text from the term paper:
Masaharu Matsushita. He continues an interest from the background as chairman. In considering the leadership styles according t trait theory there many similarities between both of the men, both had
similar management styles. Trait leadership theory was popular during the beginning of the twentieth century, after losing popularity remerged later in the
century. The theory believes that there are different traits displayed between leaders and followers. The idea is that leaders will have different characteristics, being more ambition and having energy, will
have a desire to lead, is likely to have traits of integrity and honesty, high levels of self confidence, will be intelligent an will also have job related knowledge. These
are the variety of traits, and may be displayed in different quantities in an individual that is a successful leader. Applying these to
both Matsushitas the evidence of many of these traits may be seen in the philosophy of Konosuke Matsushita when founding the company, with its mission statement; "Recognizing our responsibilities as
industrialists, we will devote ourselves to the progress and development of society and the well-being of people through our business activities, thereby enhancing the quality of life throughout the world"
(Panasonic). This demonstrates the traits of integrity and a desire to lead, however to also indicates
a lack of ambition, or rather ambitions of a different type to those usually associated with leadership. This was a stakeholder approach, this can be seen continued today with Masaharu
Matsushita, now chairman, still walking around the facilities and talking to the staff with a family attitude. The initial attitude of helping to relive poverty continues in the employment policies
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