Glass Transparent Business Principles

Transparency in operation must first be shown as a fair and aboveboard finance and must not be handled in financial terms. Not only does the senior have to know what the employees are doing, but also the employees should understand what the senior officers are doing. Konosuke Matsushita once worried about how to realize information openness and transparency after the expansion of the company scale. Inamori Kazuo's Amiba management solved this problem. However, to ensure the good operation of amoeba, the company's overall information needs to be transmitted to every employee in a comprehensive, accurate and timely manner. One of the prerequisites for the operation of amoeba lies in the mutual trust between the members of the organization. Whether the staff trust the leader depends on whether the leader can publish the information truthfully and take the lead.

Some leaders claimed that they did not publish business data for confidential reasons. Ina Mori believes that such behavior is more harmful than benefits, because employees can not know the relevant circumstances of enterprises, it is difficult to resonate with leaders, and will not generate the driving force of hard work. In order to make glass transparent, Inamori Kazuo advocated the most important thing. leader We must strictly discipline ourselves, be impartial, and then inform the staff of the problems of leadership and thinking, the status quo and goals of the enterprises, even if there are "bad things". After the listing of enterprises, they become social instruments, and truthfully disclose information is the responsibility of operators.

When enterprise operation In time of difficulty, timely disclosure helps to convey the correct information to investors and avoid rumors. In the long run, it will help investors enhance confidence and raise share prices. Inamori Kazuo stressed that if enterprises always adhere to one-to-one correspondence, etc. management accounting In principle, if the status quo of a company is clear, it will naturally not worry that there may be unexpected problems after the announcement. Therefore, the principle of one-to-one correspondence is the essential condition. The principle of glass like transparency is the limiting condition. Business operators insist on the correct way of doing things and thoroughly implement the principle of "one-to-one correspondence". The achievement of water to the canal can be as transparent as glass. Conversely, if there is an irregular behavior in the operation process, the operator will certainly not dare to implement the principle of glass like transparency.

The bad system makes good people do not do good, even force good people to do bad things; good systems make good people do good, and even force bad people to do good. The struggle for good and evil is often at different ends. If we emphasize only the goodness of human nature, we will neglect the role of the system, so that those who do good deeds can not be guaranteed. If we emphasize human nature only, we will make the system go to the negative side and only prevent people from doing bad things. Inamori Kazuo jumped out of this dispute of good and evil of human nature. He emphasized the accepted ethical concepts, starting from the right conduct, taking care of and carrying forward the goodness of human nature as the basic point, and at the same time, seeing the fragile side of human nature. From this perspective, it is not from the accounting dogma, but from the actual life, summed up the seven principles of management accounting in the practice of rice Sheng.