|
TABLE OF CONTENTS |
|
Part 1: 63 True or False Questions (Answers in Part 12)
「ウソかホントか」63 の質問（Part 12 に答があります） |
13 |
It might be interesting to first try and answer these questions, and then compare them to my answers in Part 12. If we ever work together, this comparison may be of reference to better understand our assumptions, mind-set, and where we respectively are coming from. Some of these questions are clear-cut. With others, my answers may seem to differ from a traditional, stereotyped, textbook answer. It may be easier for many Japanese lawyers, your Japanese top management, or your personnel manager, to more readily endorse this textbook answer. Except for simple, clear-cut issues of statutory regulation, it can rarely be unequivocally said that something is 'legal' or 'illegal'. The word is often, and understandably loosely used, when more complete and precise communications are not possible. Most of the important issues that come up are subject to interpretation, with wide, deep swaths of gray. With personnel issues and labor relations in Japan, sometimes what is thought to be easy, risk-free implementation ends up being too costly and damaging to your people and your business. The risk assessment is fundamentally flawed, and a lack of knowledge and experience of other possibilities and a better way, results in bad judgment and poor results. Some creativity, better strategy and tactics, more explanation, apology and time spent in properly communicating with all staff, are elements that are often missing. A sincere, careful, and heartfelt communication process with the necessary content will also result in smoother, faster implementation, more effective results, happier people, and higher morale at the company.
まずこれらの質問に答えてみてからパート12の私の答と合わせてみるのもおもしろいでしょう。もし一緒に仕事をするようなことがあれば、答の比較は私たちが何を想定し、どう考えているか理解し、またお互いに何を根拠にそう考えているのかという参考になります。疑問の余地がない質問もありますが、それ以外の質問に対する私の答は、古いステレオタイプの教科書的答とは違っているように見えます。多くの日本人弁護士や日本人上級管理職や人事部長にとっては、教科書的な答を快く認める方が簡単かもしれません。単純で明白な法律規定を除けば、何が「合法」であり、何が「違法」であるのかを明確に言えることは稀です。言葉（合法／違法）というのは当然のことながらあいまいに用いられることが多く、そのような場合はそれ以上に完璧で正確なコミュニケーションをとることはできません。生じてくる重大問題のほとんどが、どっちつかずの部分を大幅にかかえて解釈することになります。日本の人事問題や労務関係問題の場合、実施するのが簡単でリスクがないと思えることが、時には経費がかかりすぎ、社員を傷つけビジネスを害してしまう結果になることがあります。リスク評価が基本的に間違っているからです。ほかの可能性やもっといいやり方についての知識や経験がないために、判断を誤ってお粗末な結果になってしまうのです。多少の創造性、巧みな戦略や戦術、時間をとって全社員に説明や謝罪を行うための話し合いが基本ですが、これらが欠けていることが多いのです。必要なことは、誠意や気配りのある心からのコミュニケーションを行い、それによって実施が円滑かつ迅速に進み、社員の満足度や会社のモラルも高まります。 |
1. 63 True or False Questions on Human Resource/Personnel Issues |
17 |
2. 63問の人的資源／人事に関する「ウソかホントか」問題 |
24 |
Part 2: Observations and key points
オブザベーション及びキーポイント |
31 |
In this book I did not want to focus only on my clients' business issues, challenges, the problems they need to solve, and how we helped them. I hope some readers, including Japanese readers, will be interested in some of the human and social context issues surrounding this. This first-half description of today's human and economic environment, and the problems and challenges of modern day life Japan, leads into a second half of this part that mostly focuses on how to effectively handle staff reductions at companies. There is also a description of some flawed downsizing approaches. Virtually all smaller Japanese companies, and their thoughtful managers and unions, are too smart to make these costly and devastating mistakes. They also cannot afford them, and have no way to get their hands on the large sums of money necessary for these very rare, and extremely rich extra, kibotaishoku/voluntary retirement programs. At these smaller employers, from the beginning, there is no attractive severance package available, so there is no incentive for strong performers to voluntarily leave. Instead the emphasis is on keeping the best crew members, and dumping the unnecessary cargo to maintain job security for as many employees as possible. Only a comparatively small number of the largest, cushy Japanese employers, and a few foreign capitalized firms, have access to the cash, or are able to borrow the cash for large severance pay outs. Even such costly, strategically poor staff reductions, where high performing, needed people are the first to resign, may result in short run profitability, however, the company and its manpower are unnecessarily weakened. The firm's vitality and potential are damaged. The damage has been beyond repair in many foreign capitalized firms, that only knew about, or who felt they had to use the strategically poor approach.
本書では、私のクライアントのビジネス上の問題や挑戦、解決しなければならない問題だけに絞りたくはありませんでした。読者の中に、日本人を含めて、パート2の背景にある労務社会問題にいくらか興味をもつようになる方々がいらっしゃることを願っています。前半で取り上げている今日の労務経済環境および日本の現代生活の問題と挑戦が、後半へのリードとなっており、後半の大部分は企業が効率よく人員削減を行う方法に焦点を当てています。さらに縮小への間違ったアプローチも取り上げています。ほとんど全ての日本の中小企業と、その思いやりのある管理職や組合は、縮小コストを高くつけたり、致命的な間違いを犯すには利口すぎます。それにそれができる余裕もありませんし、めったにない極めて高額な特別希望退職金プログラムに必要な大金を手に入れる方法もありません。このような中小の雇用者は、もともと、気をそそるような退職パッケージがありませんので、好成績をあげる社員に自己都合による退職への報奨金はありません。その代わり、最高メンバーを揃えることと、できるだけ多くの社員の職が確保できるように不必要な荷物をすてることに力を注いでいます。高額の退職金を支払う現金が使ったり借りたりできるのは、比較的少数のお金のある日本の大企業と、外資系企業の数社だけです。経費のかさむお粗末な戦略の人員削減でさえも、そういう場合は業績の高い会社に必要な人々が真っ先に辞めていきますが、短期的には利益が生じるかもしれません。しかし、企業やマンパワーは不必要に弱まります。企業のバイタリティーや可能性がダメージを受けてしまいます。そのようなダメージは回復できる範囲を超えていますが、多くの外資系企業では、戦略的にお粗末なアプローチしか知らないか、あるいはそのようなアプローチを用いなければならないと思っているのです。 |
1. Observations and Key Points in English |
35 |
2. オブザベーション及びキーポイント |
61 |
Part 3: An overview and some helpful background before reading the case studies.
A look at how we work with clients, and what this book can help achieve |
89 |
1. If Your Reaction is, "Yeah, I Agree, that's Us," You're in Good Shape |
93 |
2. Anybody Can Reduce Staff. It is the Easiest Part, not the Critical Part of Restructuring.
Make Sure it Doesn't Hurt More than it Helps |
94 |
3. Are You Wasting Money on non-Strategic Retirement and other Benefits? |
95 |
4. Do You Know What to Do if A Union Knocks? If One is Troubling You,
the Solution is Surprisingly Quick and Simple |
96 |
5. With all the Headhunters Knocking on My Door, How Do I Pick One to Work With? |
98 |
6. Why TMT's Approach to Restructuring is Uniquely Effective and Completely
Risk Free |
100 |
7. A Perspective - - Key Pay and Personnel Policies to Watch Out For |
102 |
8. How do We Hire Good Japanese, and Protect Ourselves from the Local
Labor Market and "Labor Laws"? |
105 |
Part 4: 37 recent signed client-identified case studies/testimonial letters |
109 |
| Many of these are detailed and give client perspective and verification of what was accomplished, how, and why we succeeded. A careful read will open up more possibilities for you, reassure you, and give us all the heart and confidence we need to move ahead. |
1. AXA Investment Managers |
113 |
| 2. BioMérieux |
114 |
| 3. Cadence |
115 |
| 4. Catapult Communication |
117 |
| 5. CDC Marchés |
118 |
| 6. Danisco Cultor |
119 |
| 7. Danzas |
120 |
| 8. eigo town |
121 |
| 9. Electrolux/Noble Biocare |
122 |
| 10. Elle International |
123 |
| 11. Fusite Division (Emerson Japan) |
125 |
| 12. Hertz Asia Pacific |
126 |
| 13. HMV |
127 |
| 14. Ingersoll-Rand |
128 |
| 15. Kemper |
130 |
| 16. Kennametal Hertel |
131 |
| 17. Kimberly-Clark |
133 |
| 18. Lands' End (Reader's Digest finale) |
134 |
| 19. Liebherr |
136 |
| 20. Maxtor Japan |
138 |
| 21. Merial |
140 |
| 22. Moog |
141 |
| 23. Nippon Donaldson |
143 |
| 24. Radiometer |
144 |
| 25. REI |
145 |
| 26. Rohm and Haas Japan K.K. |
147 |
| 27. Royal Exchange Assurance |
150 |
| 28. Schindler |
151 |
| 29. SGS Incorporated (Societe Generale de Surveillance Inc., Japan) |
152 |
| 30. Shriro Trading Co., Ltd. |
155 |
| 31. Snap-On Tools |
158 |
| 32. Solectron |
159 |
| 33. Thomas & Betts |
160 |
| 34. TimberWest |
162 |
| 35. Toyoda Sulzer |
164 |
| 36. UPS Yamato Express |
165 |
| 37. Villeroy & Boch Tableware |
168 |
Part 5: Case Studies |
171 |
These are real case studies with actual dates, facts, figures, conversations etc. Sometimes the reports, position papers, and working documents actually used appear as exhibits. The players and company names, industries, nationalities, exact location of operations are not, and will not be revealed. For client signed, name-identified case studies, please read part 4. The longer ones there in particular will provide credible detail for you, and be of reference on what can be done, and how to do it. |
1. The Acquisition that (Probably) Luckily Didn't Go Through |
175 |
2. By Agreeing to Vote Out a Union, Switching Regular SEISHAIN Employees
to Cheaper Part-Time Status, and Accepting Other Changes, We Were Able to
Automate, and Keep a Factory Open in Japan (instead of production moving
offshore to China or somewhere) |
185 |
Exhibit 1: Agreement Proposal (with A Division) |
194 |
Exhibit 2: Time Schedule, Action Items, Comparison of Old and New
with Cost Savings |
197 |
Exhibit 3: Changes Made (Division A) |
202 |
Exhibit 4: TMT Changes to the Rules of Employment and Related Systems, Including
Coordination/Tie-in with Division A (A) and Division B (B) |
205 |
3. Starting with the 'Radical' Union, and Driving Change through Their Participation
Can Work |
211
|
4. Acquiring, Merging, Shrinking, Closing, Relocating, Declawing, (but failed
Deunionizing) at Multiple Facilities |
218 |
Exhibit 1: Preliminary Report and Recommendations on the ABC and XYZ Human
Resource Policies and Systems |
230 |
Exhibit 2: The Situation as I See It |
237 |
Exhibit 3: Closeout Report on Work Done so Far |
239 |
Exhibit 4: Requested Addendum to August 21, 2000 Close-out Report |
244 |
5. The Most Unlikely Client Becomes a Close Client Including a Landmark Trip Together
to the Horses Mouth -- the Tax Qualified Pension Section of the National Tax Agency
to Cut-back a Retirement Benefit |
248 |
Exhibit 1(1): Employee Empowerment and Participation in Decision Making at the
Company |
258
|
Exhibit 1(2): 会社における従業員の経営参加 |
259
|
Exhibit 1(3): Labor/Management Workers Council on Wages, Benefits and other
Working Conditions |
260
|
Exhibit 1(4): 賃金、退職金その他の労働条件においての労働経営の労働協議会 |
261
|
Exhibit 1(5): Explanation of the Approval Process on Changes Concerning
the Retirement Benefit and other Areas |
262
|
Exhibit 1(6): 退職金規程とその他の規程の変更調整が承認されるまでの過程と
説明 |
263
|
Exhibit 2: TMT Seminar Evaluation Form / TMT研修アンケート |
264
|
6. How it Can be Easier to "Fire" 17 People (Including the "One Bad Guy"), Give a Client
All New and Better Rules of Employment (ROE) and Salary System, and Remain
Union Free than it is to Simply Fire the One Bad Guy Who Brought in the
Outside Union (and had Half the Staff Signed Up for Union Membership).
|
272 |
Exhibit 1: Where Can We Go From Here?
|
279
|
| Exhibit 2: Just for the Record |
282
|
Exhibit 3: To All Employees of Widge -- Explanation of the Restructuring
Program January 11, 199X
|
287
|
Exhibit 4: Seminar Agenda / セミナープログラム
|
292
|
| Exhibit 5: TMT Seminar Evaluation Form / TMT研修アンケート |
293 |
7. An Extremely Fast, Direct, and Tough "Termination" Style is Under Certain
Circumstances, the Best Way to Go, Especially at Financial Institutions, (but Should
be Avoided Whenever Possible) |
297 |
8. A Case Where Only a Well-Planned, and Orchestrated Surprise Attack Against a
Diehard Communist Union Leader could Get the Best Results. (But it Ended with
a Humbled Diehard still Bunkered-In.) |
301 |
Exhibit 1: Letter distributed at all day seminar to all employees on
launch/announcement of staff reduction
|
307
|
Exhibit 2: Preparation/answer for a Labor Relations Commission (LRC) Hearing from
company
|
310
|
Exhibit 3: Next Steps for Our Defense at Chiroi (Regional LRC)
|
317
|
Exhibit 4: Talking Points and Strategy for a Settlement
|
322
|
9. An Expat CEO Decides It's Less Frustrating and He's Much More Powerful and
Effective without a High Level Personnel Manager in the Way
|
324
|
Exhibit 1: Key Issues Hindering Your Success and Ambitions for the Japanese Market
Place
|
332
|
Part 6: 50 signed client testimonials from earlier Japan Times books and publications |
337 |
50 Signed Client-Identified Testimonial /What-was-Accomplished-Letters
from the Early 80's to Early 90's
|
1. Taken from Labor Pains and the Gaijin Boss published by Japan Times, 1984
|
(1) SEARLE YAKUHIN K.K.
|
341
|
(2) Grieveson, Grant and Co.
|
342
|
(3) NIHON DYNATECH, K.K.
|
343
|
(4) Foseco Japan Limited
|
344
|
(5) United Artist
|
345
|
(5) United Artist
|
345
|
(6) DATAQUEST JAPAN, LTD.
|
346
|
(7) The Reader's Digest of Japan, Ltd.
|
347
|
2. Taken from Taking Charge in Japan published by Japan Times, 1990
|
(1) Kuehne & Nagel
|
348
|
(2) A.C. Nielsen Company of Japan Ltd.
|
349
|
(3) ARC International Ltd.
|
349
|
(4) Banque Indosuez
|
350
|
(5) Bristol-Myers K.K.
|
351
|
(6) Cargill North Asia Ltd.
|
351
|
(7) Ecco Japan Co., Ltd.
|
352
|
(8) Wells Fargo Bank, N.A. Tokyo Branch
|
352
|
(9) Federal Express Japan K.K.
|
353
|
(10) Kohler Company
|
354
|
(11) Wyeth (Japan) Corporation
|
354
|
(12) Kodak Japan K.K.
|
355
|
(13) Monsanto Japan Ltd.
|
355
|
(14) Lufthansa German Airlines
|
356
|
(15) Ore-Ida Foods Japan Inc.
|
357
|
(16) Sandoz Yakuhin, K.K.
|
358
|
(17) Teisan K.K. (L'Air Liquide)
|
359
|
3. Taken from Sixteen Steps to Corporate Leadership and Excellence (TMT inhouse, 1993)
|
(1) MASTER FOODS K.K.
|
360
|
(2) ARTHUR ANDERSEN AND COMPANY.
|
360
|
(3) FIRST INTERSTATE BANK.
|
360
|
(4) BAYER YAKUHIN, LTD.
|
361
|
(5) CIRRUS LOGIC K.K.
|
361
|
(6) UDDEHOLM K.K.
|
361
|
(7) CHEMICAL BANK
|
361
|
(8) SMITHKLINE BEECHAM CONSUMER BRANDS
|
362
|
(9) FALCONBRIDGE (JAPAN) LTD.
|
362
|
(10) CHURCHILL LIVINGSTONE JAPAN K.K.
|
362
|
(11) SWISS VOLKSBANK
|
363
|
(12) GENERALE BANK
|
363
|
(13) ZURICH INSURANCE COMPANY JAPAN BRANCH
|
364
|
(14) OVERSEAS BECHTEL INC.
|
364
|
(15) INCHCAPE (DODWELL) PACIFIC LTD.
|
364
|
(16) COSA JAPAN K.K.
|
365
|
(17) ATLAS COPCO K.K.
|
365
|
(18) ALEXANDER AND ALEXANDER of JAPAN INC.
|
365
|
(19) HUSKY CORPORATION
|
366
|
(20) INDUSTRIAL DEVELOPMENT AUTHORITY, IRELAND
|
366
|
(21) LEO BURNETT-KYODO COMPANY LTD.
|
366
|
(22) KLA JAPAN
|
367
|
(23) CREDIT AGRICOLE
|
367
|
(24) JAPAN GAMMA ASSET MANAGEMENT LTD.
|
367
|
(25) DATA I/O
|
368
|
(26) PHILIP MORRIS K.K.
|
368
|
Part 7: Good communications to improve teamwork and assist implementation |
369 |
1. A Little Background on Understanding the Context of 12 TMT Rules and Guidelines
|
373
|
2. Taking Charge with the 12 TMT Rules & Guidelines
|
374
|
3. Some Keys to Better Communications, Smoother Human Relations, Better
Team Work and Results / コミュニケーションをよくし、人間関係をスムーズにし、
チームワークを向上 させ、よりよい結果を得るためのカギ
|
388
|
Part 8: Toward identifying and recruiting the best and the brightest in Japan |
393 |
1. Can You Recruit and Hire the Best and the Brightest? -- Our bugle call to action!
(with Recruiting Trends in Japan).
|
397
|
2. Twelve Tips to Make Sure We Hire Only Champions (Other than one Japan specific
point, these tips work everywhere).
|
401
|
3. The Truth About Executive Search in Japan
Q and A on Executive Search Relationships in Japan -- Why the Unique TMT
Approach of Responsible Mutual Commitment is Essential to Your Success
|
404
|
Part 9: The primary focus on staff reduction and downsizing |
409 |
(But maybe the primary focus should not be there). Training and motivation, as part of change management and preventive maintenance, can help the organization and people in the aftermath of downsizing or other changes in pay and benefits. The 16 Steps, Thomas J. Nevins Seminar Training Series and its background is introduced. The 45 key words with insights from great thinkers and achievers make up the 45 chapter titles of another book written by Mr. Nevins. The book is not Japan focused and is useful for anyone anywhere. It aims to help us and our staff live and work better. This book 'Know Your Own Bone,' is written for, and useful for employees and managers at all levels. Highlights and summaries are translated into Japanese. There is also Japanese language reference to the book and to personal and corporate development seminars in Part 14. |
1. Step by Step on How to Carry-out a Strategic and Morale Boosting TMT Style Staff
Reduction
|
413
|
2. Going Beyond Downsizing/ "Outplacement" in Japan
|
418
|
3. A Memo that Saved Billions Yen
|
420
|
4. A Painless Approach to Downsizing
|
425
|
5. Why U.S. Style Downsizing/Outplacement is the Wrong Strategy in Japan
|
427
|
6. There is nothing training cannot do. Nothing is above its reach!
|
429
|
7. The Thomas J. Nevins Sixteen Steps Modules
|
430
|
8. The Sixteen Modules - Steps to Corporate Leadership and Excellence
|
431
|
9. 企業発展と卓越したリーダーシップをとるための16ステップ
|
461
|
Part 10: Some diagnostic tools to help you reach a decision toward taking action.
More on TMT's Rules of Employment solution. |
463 |
1. Ten Criteria for Selecting a Human Resource Consultant in Japan
|
467
|
2. (Introduction to) TMT Personnel Management Manual
Guidelines and Pointers for Better Managing your Japanese Staff -- How to Interpret,
Apply and Maintain your Personnel Policies and Systems
|
470
|
3. Reasons For and Against Investing in New Rules of Employment and
Personnel Management System with Five-Year Consulting Support
("Strategic Partnering")
|
479
|
4. Twenty Question Check List for Expatriate Executives in Japan
|
482
|
Part 11: Preface and table of contents of "Labor Pains and the Gaijin Boss" and
"Taking Charge in Japan" |
489 |
Preface and table of contents of Japan Times books: "Labor Pains and the Gaijin Boss" (1984), "Taking Charge in Japan" (1990). There is all different content, in many ways more complete information, and equally fresh insight in these earlier works. Books are available from TMT.
|
1. Labor Pains and the Gaijin Boss (Japan Times, 1984)
|
493
|
2. Taking Charge in Japan (Japan Times, 1990)
|
501
|
Part 12: 63 True or False Answers
「ウソかホントか」63 の質問の答 |
519 |
It might be interesting to first try and answer these questions also in Part 1, and then compare them to my answers in this part. If we ever work together, this comparison may be of reference to better understand our assumptions, mind-set, and where we respectively are coming from. Some of these questions are clear-cut. With others, my answers may seem to differ from a traditional, stereotyped, textbook answer. It may be easier for many Japanese lawyers, your Japanese top management, or your personnel manager, to more readily endorse this textbook answer. Except for simple, clear-cut issues of statutory regulation, it can rarely be unequivocally said that something is 'legal' or 'illegal'. The word is often, and understandably loosely used, when more complete and precise communications are not possible. Most of the important issues that come up are subject to interpretation, with wide, deep swaths of gray. With personnel issues and labor relations in Japan, sometimes what is thought to be easy, risk-free implementation ends up being too costly and damaging to your people and your business. The risk assessment is fundamentally flawed, and a lack of knowledge and experience of other possibilities and a better way, results in bad judgment and poor results. Some creativity, better strategy and tactics, more explanation, apology and time spent in properly communicating with all staff, are elements that are often missing. A sincere, careful, and heartfelt communication process with the necessary content will also result in smoother, faster implementation, more effective results, happier people, and higher morale at the company.
まずパート1に挙げた問題に答えてみてからこのパートの私の答と合わせてみるのもおもしろいでしょう。もし一緒に仕事をするようなことがあれば、答の比較は私たちが何を想定し、どう考えているか理解し、またお互いに何を根拠にそう考えているのかという参考になります。疑問の余地がない質問もありますが、それ以外の質問に対する私の答は、古いステレオタイプの教科書的答とは違っているように見えます。多くの日本人弁護士や日本人上級管理職や人事部長にとっては、教科書的な答を快く認める方が簡単かもしれません。単純で明白な法律規定を除けば、何が「合法」であり、何が「違法」であるのかを明確に言えることは稀です。言葉（合法／違法）というのは当然のことながらあいまいに用いられることが多く、そのような場合はそれ以上に完璧で正確なコミュニケーションをとることはできません。生じてくる重大問題のほとんどが、どっちつかずの部分を大幅にかかえて解釈することになります。日本の人事問題や労務関係問題の場合、実施するのが簡単でリスクがないと思えることが、時には経費がかかりすぎ、社員を傷つけビジネスを害してしまう結果になることがあります。リスク評価が基本的に間違っているからです。ほかの可能性やもっといいやり方についての知識や経験がないために、判断を誤ってお粗末な結果になってしまうのです。多少の創造性、巧みな戦略や戦術、時間をとって全社員に説明や謝罪を行うための話し合いが基本ですが、これらが欠けていることが多いのです。必要なことは、誠意や気配りのある心からのコミュニケーションを行い、それによって実施が円滑かつ迅速に進み、社員の満足度や会社のモラルも高まります。
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1. 63 True or False Questions on Human Resource/Personnel Issues Answers
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523
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2. 63問の人的資源／人事に関する「ウソかホントか」問題への答
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548
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Part 13: French language articles |
577 |
A bit old, but this French language subject matter is particularly timeless. The French Chamber of Commerce asked me to write up in English a speech I delivered for them on December 14, 1989 at the Capital Tokyu. I had made a similar presentation a month earlier on November 16 at the International House. The French Chamber took the trouble to translate my paper, and the French version appeared in the Spring and Summer 1990 issues of their excellent quarterly magazine, Japan Eco. The English original is Part I, "Recruiting-Everyone's Bottleneck to Success," from my "Taking Charge in Japan" book, Japan Times 1990. This also serves as a reminder that although English is the dominant language of business, only a very small percentage of us are lucky enough to be native speakers. Probably only 30% of the foreign capital firms TMT serves are originally from countries where English is the native tongue.
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Part 14: About TMT and Thomas J. Nevins |
601 |
The April 2, 2002 Foreign Correspondents' Club of Japan Speech Announcement, Japanese Asahi Shimbun/Newspaper coverage referred to in Part 2 of this book, 'Observations and Key Points', and other Japanese magazine media coverage, and Japanese language materials, that introduce TMT for Japanese readers. More on the 16 Step Thomas J. Nevins Seminar Trainings is in English at the end of Part 9. The 45 key words with insights from great thinkers and achievers make up the 45 chapter titles of Mr. Nevins partially bilingual book, 'Know Your Own Bone', to help us and those around us lead happier and more fulfilled lives.
2002年（平成14年）4月2日、日本外国特派員協会でのスピーチの案内、本書の初めにある「オブザベーション及びキーポイント」で取り上げている朝日新聞の記事、そのほか日本人読者にTMTを紹介する日本の雑誌記事や日本語の資料。トーマス J. ネビンスによる16ステップスのセミナートレーニングについては、パート9の最後に英語でもっと詳しく取り上げています。偉大な思想家や何かを成し遂げた人々の洞察を45のキーワードで区分した、ネビンスの一部バイリンガルの著書「自分をさがす旅」は、45章のタイトルとなって、我々の人生がより幸福に満ち足りたものになるように導いてくれます。
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1. Announcement of Speech at The Foreign Correspondents' Club of Japan on April 2,
2002.
日本外国特派員協会でのスピーチ（2002年4月2日）
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605
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2. Article in Asahi Newspaper on April 13, 2002.
「希望退職が経営を弱体化」（2003年4月13日付け朝日新聞記事）
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606
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3. More detail on above speech as written by Thomas J. Nevins
ネビンスがまとめた上記スピーチの詳細
|
607
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4. Japanese language introduction to Mr. Nevins "Sixteen Steps" seminar training
program. (Organized for single corporations, not open, public seminars)
ネビンスの「シックスティーン・ステップス」セミナー・トレーニング・プログラムの紹介
（一企業対象のプログラムで一般には非公開）
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608
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5. Japanese language overview of TMT's business
「人事、労務管理コンサルティングと、経営資源としての人材の確保、能力開発を
提供するTMT」
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610
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6. Japanese article originally appearing in Venture Link magazine
「海外企業の対日進出の一翼を担う、経営と人材の魔術師」（Venture Link 誌より）
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615
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7. Japanese article from TRENDS magazine
「ガイジン・ボスに日本的経営の極意を伝授」（TRENDS 誌より）
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620
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