[填空题]Paragraph 1:
Japanese managers believe that change and initiative within an organization should come from those closest to the problem. So they elicit change from below. Top-level Japanese managers see their task as creating an atmosphere in which subordinates are motivated to seek better solutions.
Paragraph 2:
Japanese managers do not view themselves as having all the answers. When a subordinate brings in a proposal, the manager neither accepts nor rejects it. Rather, he tactfully, politely asks questions, makes suggestions, and provides encouragement.
Paragraph 3:
In the Japanese system, junior(middle) managers are initiators who perceive problems and formulate tentative solutions in coordination with others; they are not functional specialists who carry out their boss’s directives. Because so much emphasis is placed on coordination and integration, solutions to problems evolve more slowly, but they are known and understood by

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