The ideas and views of all people involved in the issue, including junior and shopfloor workers, are gathered, then the most senior person takes a decision. One company ignored its local management in the consensus process, although managers practised it among themselves and in liaison with Tokyo. Because they failed to consult the local experts, decisions were taken that were felt to be inappropriate. The Japanese tend to see the manager as more of a coordinator than as a leader and decision maker. The Japanese do not associate the specific tasks being done by the manager with that person's title or salary.
Promotions occur annually.
It is possible to be promoted and to continue doing the same job for some time, until a new post becomes vacant. One Japanese company turned down the personnel officer's request for the firm to promote and award a pay rise to an employee who had been given more responsibility. It is common to see Japanese managers involving themselves in the detail of subordinate's work. This can demotivate local staff. A frequent complaint among local managers is that Japanese managers fail to explain the whole context of the issue or problem when assigning tasks.