Case study analysis Case study analysis Japanese managementJapanese management

Japanese company and Japanese management in rural USA

Made by: Černohlávková Vendula Krejbichová Marie Macháčková Zuzana Šafárová Katarína Šegatová Eva

IntroductionIntroductionRole playCase study summaryMain differences between

American and Japanese company culture

Principles of Hofstede culture dimensions

ConclusionRecomendations

American working dayAmerican working day

American working dayAmerican working day

Starts at 8 amCommon greetingOrdinary dress1 bossPerpetual calls (mainly personal)Quick lunch (sandwich)No rest after lunchAt 5 pm going home

http://www.youtube.com/watch?v=4w9EksAo5hY

Japanese working dayJapanese working day

JapanJapaneseese working day working dayStarts at 7 amGreeting: polite bowingSingingExerciseMeetingMore strict dress codeWorkingThe boss has natural respectAfter lunch short restAfter other nationalities left the work (6 pm)

another meeting10 pm going home

http://www.youtube.com/watch?v=cJrDFKaM-Mk&feature=related

Corporate philosophy in particular company Corporate philosophy in particular company (Chiba)(Chiba)

American cultureAmerican culture

Take it or leave customer's strategy

Responsibility to 1 person Family happiness at first

place Finish work and go home Individualism Interest in

accomplishment, remuneration and power – individually (not of the whole company)

Japanese cultureJapanese culture

Satisfaction of customer needs Responsibility to the whole company Company is more important than the

personal happiness Solving the problems at late evenings Dedication and devotion to the company

Corporate culture Taking care about employees Open communication (suggestion box) Focus on moral values Detailed analyses of a problem from

different angels Long term employment Integrating the employees into company Employ rather current staff than hire

new one Quality zero defect Strict dress code

Extraordinary Extraordinary thingsthingsRituals, symbolsCompany songDaily meeting in the courtyard

(+speeches, news about sport events, group exercise)

Company sponsored activities (sport, parties)

SALESSALESS incerityA bilityL oveE nergyS ervice

Principles of Hofstede Cultural Dimensions

High vs. Low Power DistanceCollectivism vs. IndividualismMasculinity vs. FemininityHigh vs. Low Uncertainty Avoidance IndexLong-term vs. Short-term Orientation

Power Distance IndexPower Distance IndexHigh vs. LowHigh vs. Low

Higher Power Distance Japanese

Lower Power Distance USA

Respect to authority – SUBSTANTIAL.

Respect property of others.

Emphasis on non financial measurements of strategic activities with charts on wall.

Respect to authority - MINIMAL.

Less respect for property of others.

Emphasis on financial measurements. Management by the numbers, i.e., net income..

Collectivism vs. IndividualismCollectivism vs. Individualism

Japan USA

Belong to a group. Show feelings and

weaknesses. Team players. No stars

allowed. The individual is not important. Uniformed teams are self regulating.

Worker participation expected to reach consensus decisions.

Open office policy in plant. Emphasize cooperation.

Promote team approach.

Individual (highest dimension in the world!).

Hide feelings and weaknesses. Competitive. Engage in

political power plays to become stars. Few team players.

Autocratic decisions. Inaccessible. Offices separate

from plant. National non-company. Rules

prohibit cross training and flexibility. Strike used as weapon.

Masculinity Masculinity vs. Femininityvs. Femininity

Japan USA

Higher degree of gender differentiation of roles (more masculine).

Male has control and dominance over children and woman.

Gender division: man provides money for his family and a woman stays at home doing housework.

Lower degree of gender differentiation of roles (more feministic).

Female population becomes more assertive and competitive .

Uncertainty Avoidance IndexUncertainty Avoidance Index

Higher Uncertainty Avoidance

JapanLower Uncertainty Avoidance

USA

Live to work. Highly self discipline.

What can I do for the company?

High tolerance for personal discomfort.

Greater level of tolerance for a variety of ideas, thoughts and believes.

Loyal to Company. Company first. Individual and family second.

Work to live. Little self discipline.

What can the company do for me?

Low tolerance for personal discomfort.

Fewer rules, people do not attempt to control all outcomes and results.

Individual and family first. Company second.

LongLong-t-term erm vs. Short-term vs. Short-term Orientation Orientation

Japan

Long run plant wide life cycle costs.

Long term perspective. Emphasis on growth, increasing market share, flexibility.

Long term partnerships with vendors. Frequent deliveries, few vendors.

Lifetime employment.

USA

Short run production costs. Short run emphasis. Quick

pay back. No special relationships to

vendors. Obtain best price from multiple vendors.

Changing jobs in recession.

ConclusionConclusion

Japan USA

Source: http://www.geert-hofstede.com/hofstede_japan.shtml Source: http://www.geert-hofstede.com/hofstede_united_states.shtml

PDI Power Distance Index IDV Individualism MAS Masculinity

UAI Uncertainty avoidance index LTO Long term orientation

LListist of of RecommendationsRecommendationsJAPAN

There is no word “late” for meeting => be punctual.

Double visiting cards in Japanese and English are a must (=> understanding and respecting of their culture); distribute them before business start.

Gifts represent your hometown (food, liquor) are appreciated; do not be surprised to receive one as well. If it is wrapped, open it after leaving the meeting.

Seating arrangement: The highest ranking person sits at the head of the table, those of higher status sit closest to him.

Making notes during the meeting is appreciated, it shows that you are interested.

Japanese often remain silent for longer time => be patient, never loose your temper nor rise your voice when negotiating.

They have difficult time saying “no” => better to ask questions where the answer is yes.

Be prepared for direct questions, such as How much money do you make? or How old are you?

Do not be surprised to get invitation for later social occasion (dinner).

USA You are expected to attend meetings on

time. Business cards are less important than

elsewhere; they are represented at the beginning.

Gift giving is discouraged or limited by many US companies. If you do give a gift, it should not appear to be a bribe.

Making a small talk in the beginning is important, it increases trust with others; avoid any topic related to politics, religion, race, gender and so on. Silence is often viewed negatively.

Meetings are more relaxed; drop the formality but keep your manners.

Good eye contact during business and social conversations shows interest, sincerity and confidence.

Americans are direct and will say “no” if they want to. Open debate and arguing out the points of disagreement is common.

The first objective for them is to make a deal; the details will be worked out later. They like to get down to the business as soon as possible.

ResourcesResources http://www.japan-guide.com/e/e2195.html http://www.japan-guide.com/e/e2227.html http://www.staralliance.com/int/pdfs/businessguide.pdf http://www.ehow.com/how_2038722_practice-business-etiquette-japan.html http://www.foreigntranslations.com/page-content.cfm/page/japanese-

etiquette http://www.cyborlink.com/besite/us.htm http://ezinearticles.com/?How-to-Practice-Business-Etiquette-In-United-

States&id=752508 http://mycoach.com/Etiquette_Training_2Day.pdf http://kielikompassi.jyu.fi/puheviestinta/american.ppt#324,32,Snímek 32 http://www.geert-hofstede.com/hofstede_japan.shtml http://maaw.info/ArticleSummaries/ArtSumMartin92.htm Cases in Management, Organizational behaviour, and Human Resources

Management. Part VIII Motivation and Performance, Chiba International pg.364

Thank you for attentionThank you for attention