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The American system of management, in my opinion, also relies too much on outsiders to help make business decisions., and this is because of the insecurity that American decision makers feel in their jobs, as compared with most top Japanese corporate executives.
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p. 178

 

Akio Morita

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Part of America's industrial problems is the aim of its corporate managers. Most American executives think they are in the business to make money, rather than products or service...The Japanese corporate credo, on the other hand, is that a company should become the world's most efficient provider of whatever product and service it offers. Once it becomes the world leader and continues to offer good products, profits follow.

 

W. Edwards Deming

 

To put it briefly: the evidence is quite overwhelming on this matter. The Japanese had sent an envoy (Ambassador Sato) to Moscow (still officially a neutral) to work out a negotiated surrender. An instruction from Foreign Minister Togo came in a telegram (intercepted by American intelligence, which had broken the Japanese code early in the war), saying: "Unconditional surrender is the only obstacle to peace... It is His Majesty's heart's desire to see the swift termination of the war." The Japanese had one condition for surrender which the U.S. refused to meet — recognizing the sanctity of the Emperor. It seemed the U.S. was determined to drop the bomb before the Japanese could surrender — for a variety of reasons, none of them humanitarian. After the war, the official report of the U.S. Strategic Bombing Survey, based on hundreds of interviews with Japanese decision-makers right after the war, concluded that the war would have ended in a few months by a Japanese surrender "even if the atomic bombs had not been dropped, even if Russia had not entered the war, and even if no invasion had been planned or contemplated."

 

Howard Zinn

 

Executives do many things in addition to making decisions. But only executives make decisions. The first managerial skill is, therefore, the making of effective decisions.

 

Peter F. Drucker

 

In large-scale organizations, the factual approach must be constantly nurtured by high-level executives. The more layers of authority through which facts must pass before they reach the decision maker, the greater the danger that they will be suppressed, modified, or softened, so as not to displease the "brass". For this reason, high-level executives must keep reaching for facts or soon they won't know what is going on. Unless they make visible efforts to seek and act on facts, major problems will not be brought to their attention, the quality of their decisions will decline, and the business will gradually get out of touch with its environment.

 

Marvin Bower

 

At bottom, the court's opinion is thus a rejection of the common sense of the American people, who have recognized a need to prevent corporations from undermining self-government since the founding, and who have fought against the distinctive corrupting potential of corporate electioneering since the days of Theodore Roosevelt. It is a strange time to repudiate that common sense. While American democracy is imperfect, few outside the majority of this court would have thought its flaws included a dearth of corporate money in politics.

 

John Paul Stevens