“Ringi System” The Decision Making Process in Japanese Management Systems: An Overview
Srilalitha Sagi
Dr. Srilalitha Sagi, Asst. Prof., Gitam School of International Business, Gitam University, Visakhapatnam, Andhra Pradesh, India.
Manuscript received on March 15, 2015. | Revised Manuscript received on March 29, 2015. | Manuscript published on April 15, 2015. | PP: 10-11 | Volume-1 Issue-7, April 2015. | Retrieval Number: G0055041715
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© The Authors. Published By: Blue Eyes Intelligence Engineering and Sciences Publication (BEIESP). This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/)

Abstract: This paper aims to focus on the decision making procedure “Ringi System” of Japanese Management Process. It is a decision making process termed “Ringi” with a bottom up approach to overcome the traditional autocratic decision making practice. The paper aims at the characteristics of decision making procedure and its influence on the management style in Japan. This paper gives a detailed description of “Ringi” system as one of the important decision making processes prevalent in contemporary management practices to succeed in the global markets. Even though the “Ringi” process is viewed as time consuming by inviting more members of the organization to endorse on a decision, it still ranks high in appreciation for its nature of participatory management with collective decision making process in an organization.
Keywords: Ringi / Ringiseido, Japanese Management System, Decision Making, Consensus, Upward Communication.