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ive stance to come into being obligations. Imperial, supplied by the emperor. Loving-kindness, by the parents, the favour  supplied by the master and the favour supplied by the division commander. The “favour” that accepted in the life in contact with all kinds of people.
The corresponding obligations of:
Obligations.
Loyalty, the obligations for emperor, laws and Japan's national. Filial piety, the obligations for both parents and ancestors. Tasks, their work obligations.
Comradeship
The obligations to social, the obligations to monarch, the obligations to close relative, the obligations to others. So that, we have considerable understanding the main family ideology of Japan. Of course, also including the Japanese people's understanding of such honor.
On the management model of Toyota
Let’s look at the example of Toyota's corporate culture and family consciousness idea combine.
In the scope of Toyota’s education is not limited to vocational education, but also to further in-depth personal spheres of life. Toyota's president had made such an answer: "Personnel Management and education, in essence, is through education to mobilize everyone's energy." The basic idea of Toyota’s education is "mobilization drive" at the core. This have great similarity with pay a debt of gratitude of family ideological.[4]
This kind of consciousness infiltrate into Toyota’s ideological education, permeate family consciousness to business administration. Toyota created a series of activity forms of spirit education, informal activities are two-fold: ①group activities within the company. ②personal contact sport. Small groups of participants can more freely, close contact, as this sense of team training is very helpful for staff. Companies do not interfere gathering activities, nor restrictions. Workers with personal contributions to set up such groups, the leader is elected, and to take the rotation system. So everyone has the opportunity to be first leaders to " bring an ability into play ". This way has some similars and differences with class levels of family awareness. [5]
Personal contact and the "senior" system. For the new workers to familiar with the new environment, Toyota has proposed a issue of "warm welcome new workers", in this regard, adopted a form of "personal contact". This kind of practice is, elect a senior, he was identified as "full-time senior" for the new worker. The senior charged with the guidance of all things, which produced very good results. On the relationships, life and workshop, the senior gave the guidance and care, balanced the interpersonal relationships and superior-subordinate relationship. The company approach to institutionalize this "senior". In addition, there are "leading personal contact" system. Toyota's management and backbone are very competent, but also because they are after this multifaceted training drive. They have mastered the technical knowledge of the system, a personnel management experience in the workshop, this method is the important manifestation of Toyota’s family ideology in the management.
Conclusion
Conceptually speaking, Toyota's enterprise management and enterprise culture is not so complicated, emphasize family awareness, that is a hierarchy, and stressed that ownership res本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。