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