填空题 If you think Japan's hard-drinking business culture is as dead as the Sony Betamax, think again. {{U}} {{U}} 1 {{/U}} {{/U}}Not only are company-sponsored drinking marathons back, so too are subsidized dorms for single employees as well as corporate outings such as hot-spring retreats and annual visits to the company founder's ancestral grave. "We realized that workplace communication was becoming nonexistent," explains human-resources manager Shinji Matsuyama, whose company, Alps Electric, spent several million dollars last year to bring together about 3,000 workers for its first companywide undokai, or mini-Olympics, in 14 years. According to Matsuyama, the shared experience of playing dodge ball and skipping rope "helped unite people under a common goal."
It's that sense of team spirit and togetherness that many Japanese corporations are trying to revive. A generation ago, college grads entered companies en masse, lived together, drank together, quite often married each other, and retired together. This close-knit corporate culture, which was virtually national labor policy, was widely credited for Japan's rapid economic rise. But it all ended when the country went into economic recession in the 1990s. {{U}} {{U}} 2 {{/U}} {{/U}}"The Japanese equated globalism with not just the American way of business, but with rejecting their past," says Jun Ishida, CEO of Tokyo-based business consultancy Will PM. "No more drinking sessions, no more company events. Suddenly it was about the individual out for himself and only himself."
But as the economy rebounded in the past several years, many executives began to wonder if they had gone too far. Trying to rebuild company loyalty and decrease turnover, major companies including Canon, Kintetsu and Fujitsu have in recent years altered or scrapped their performance-based pay and restored seniority as a determinant of salaries. Meanwhile, trading house Mitsui last year reopened five dorms for single employees-a program that costs the company nearly ＄1 million a year. {{U}} {{U}} 3 {{/U}} {{/U}}Despite the cramped conditions and shared bathrooms, 24-year-old Miki Masegi moved from her parents' house in central Tokyo to live with 105 female co-workers. Though her commuting time doubled, she says the move was worth it. "It really helps to have people around that you can talk to about your problems," Masegi says.
{{U}} {{U}} 4 {{/U}} {{/U}}One worker revealed how 9/11 changed his career outlook; another talked about how she drew strength from a gay classmate who came out in college. Company president Shrgeru Ota says the presentations are designed to "create a new type of family company by sharing life history.., delight, anger, sorrow and pleasure."
Despite such experiments, Japanese companies may find it hard to restore the glory days of Japan Inc. {{U}} {{U}} 5 {{/U}} {{/U}}Indeed, during Noboru Koyama's Saturday-night drinking session, employee Eri Shimoda confides that his co-workers "feel like family." Yet most of those who attended the party also say that, warm and fuzzy sentiment aside, they plan to leave the cleaning company within a few years. "Work is just work," says one of them.
No amount of free sake, it seems, can convince today's young salarymen that their loyalty can be purchased on the company tab.
A. Introducing dog-eat-dog values into corporate cultures that continue to prize the organization over the individual generated worker dissatisfaction.
B. Companies are trying to foster friendship and loyalty in other ways as well. Every new employee of Tokyo p.r. firm Bilcom, for example, must spend a weekend making a three-minute digital slide show sharing their most moving personal experiences.
C. After more than a decade of frugality (not to mention restraint) during Japan's lengthy economic recession, many Japanese companies are thriving today-and they're reviving some of the business customs that were hallmarks of Japan Inc. during the booming 1980s.
D. That's because today, one in three Japanese works part-time; younger employees in particular tend to value mobility over the security of lifetime employment.
E. However, unlike the elder generation, workers today are very dissatisfied with companies' efforts to restore loyalty and friendship.
F. Threatened by cheap labor and more efficient business models, Japanese companies began adopting American management concepts such as merit-based pay and competition among employees.
G. Employees have responded enthusiastically.