| It is necessary to analyze the way Honda | | | | motivated to fulfill their needs. Companies |
| created it within his corporation. Soichiro | | | | view workers as being interdependent, |
| Honda had the clear aim and created a | | | | meaning, managers cannot do their job without |
| trustworthy atmosphere in the company. His | | | | workers, and workers depend on their |
| employees soon came to understand that poor | | | | managers. Consequently, instead of management |
| performance would not be tolerated. People | | | | treating employees like machines, |
| recognized his total determination to succeed | | | | organizations should take a genuine interest |
| and to establish an engineering business. | | | | in the employee and help them reach their |
| Honda was a true leader with vision and | | | | goals. Human resource management supposes |
| passion. He was sufficiently aware of his own | | | | that if employees are happier at work the |
| managerial shortcomings. | | | | production would increase. |
| | | | |
| The employees called Honda 'Mr. Thunder' for | | | | Soichiro Honda placed human initiative and |
| his bursts of anger in answer to their | | | | attention to all workers on the first place. |
| mistakes. His employees loved him but they | | | | He tried to create a better environment for |
| were afraid of his anger. Honda was not a | | | | his employees, attract specialists and |
| perfect man. He admitted his mistakes: 'When | | | | motivate them to do their work in the best |
| I look back at my work I understand I have | | | | possible way. Honda paid much attention to |
| made mistakes - many blunders, serious | | | | experimental work and did not accept attempts |
| omissions. However, I am proud of my | | | | to control him or his corporation via the |
| achievements. Although I made one mistake | | | | traditional caste system. He was the |
| after the other, these mistakes and failures | | | | innovator and was against the hierarchy |
| did not happen in connection with one and the | | | | management structure: 'On the whole, people |
| same thing.' (Peters & Waterman 1982) As a | | | | work better if they are not forced and |
| transformational leader Honda tended to see | | | | controlled.' (Peters & Waterman 1982) This |
| the big picture, but not the details. | | | | thought is proven by psychologists and new |
| | | | styles of management are very effective and |
| Motivation is one of the major concepts of | | | | should be used by others. |
| the human resource management. The research | | | | |
| of motivation and its necessity for | | | | Honda understood that encouraging his |
| organization is closely connected with the | | | | worker's personal development, their wish for |
| Behavioral Management that arouse at the end | | | | self-actualization will bring him success in |
| of the Scientific Management era. Human | | | | business. He was a passionate person. Honda |
| resource management views an employee not as | | | | did not admit defeat and could risk |
| a machine but as a personality with its own | | | | everything he had achieved for the sake of |
| goals and aspirations. The objective of | | | | his beliefs and ideas. He is the embodiment |
| managers is to build relationships in which | | | | of persistence. Soichiro Honda was a man with |
| workers would see themselves working with the | | | | modern mentality and readiness to risk in |
| manager, rather than working for a manager. | | | | order to invent something new. He is the |
| Motivation can be defined as the process of | | | | example of persistence, modesty, and the |
| arousing, directing, and maintaining behavior | | | | ability to see his own mistakes as the most |
| toward a goal. He points out that people are | | | | valuable achievements. |