Japanese Culture and its Influence on Business

1. 主題： Japanese culture and it’s influence on business 日本文化以及對企業的影響

2. OUTLINE Troupenarrs’ approach 1.Why we should learn culture? 2.Critical appraisal of Trompenaars’ approach to culture 3.Understanding of culture difference Japan and Troupenaars • 1.Troupenaars’ finding:The seven dimensions of culture • 2.Other findings Meeting Etiquette and culture Japanese business culture

3. Why we should learn culture?Culture directs our actions The impact of culture on business help people solve problems A useual way of think about where culture comes from is the following. Culture is the way in which a group of people solve problems and reconclies dilemmas. Even the notion of human-resoure management is difficult to translate to other culture. The internationalization of business life requires more knowledge of cultural pattern. The book is about cultural difference and how they affect the process of doing business and managing

4. Critical appraisal of Trompenaars’ approach to culture Negative critical Positive critical • Understanding of culture based on Schein • Culture difference mainly derived from parsons • Cultural difference based on Hall partially taken in account • Integrative and interdisciplinary approach, takes account of different approaches and research aspects. • Demonstration of the handling of culture difference • No operationalisation of culture difference. • Dependancy of difference on each other.

5. Understanding of culture difference: The basis of cultural difference cultural model Relationships with people Universalism versus particularism Individualism versus communitarianism Indival versus emotional Specific versus diffuse Achievement versus ascription Attitudes to time Attitudes to the environment The outer layer:explicit products The middle layer:norms and values The core :assumptions about existence

6. culturemodel Cultural is experienced as different layers .To understand it, one has to remove layer after layer,like peeling onion. The outer layer:explicit products The outerlayer:explicit products What are the first things you encounter on a cultural level? Most likely is not the strange combination of norms and values shared by the Burundis that catches your attention first. Explicit culture is the observable realit of the language,food,builiding,house,moonoument,agriculture,shrines,markets,fashions and art. They are the symbolic and observable level. The middle layer:norms and values. Explicit culture reflects deeper layers of culture,the norms and values of an individual group.Norm are the mutual sense a group has of what is right“ and “wrong.”Norms can develop on a formal level as written laws,and on an informal level as social control.Values, on the other hand,determine the definition of “good and bad” Some Japanese might say that bow because they like to greet people:that is a value.Others might say they don’t know why expect that they do it because the others do it too. The core :assumptions about existence To answer questions about basic difference in values between cultures it is nesceeary to go back to the core fo human existence.The most basic value people strive for is surival . The best way to test if something is a basic assuptions is when the question provlkes confusion or irritation.ex.Japanese bow deeper than others.

7. culturemodel norms and values assumptions about existence explicit products

8. The seven dimensions of culture • Universalism vs Particularism • Individualism vs Communitarianism • Specific vs Diffuse • Affective vs Neutral • Achievement vs Ascription • Sequential vs Synchronic cultures • Internal vs External

9. Universalist vs particularist What is more important - rules or relationships? In particularist culture far greater attention is given to the obiligations of relationships and unique circumstance. Particularist judgments focus on the exceptional nature of present circumstance. • Focus is more on relations than on rules. • Legal contracts are readily modified. • A trustworthy person is the one who honors changing mutualities. Particularist

10. FINDINGS: Universalist vs particularist

11. When managing and being managed Particularists • Build informal networks and create private understandings. • Try to alter informally accustomed patterns of activity. • Modify relations with you, so that you will modify the system. • Pull levers privately. • Seek fairness by treating all cases on their special merits.

12. Individualism vs communitarianism/collectivism Do people regard themselves primarily as individuals or primarily as a group? • More frequent use of “we ”form • Decisions referred back by delegate to organization. • People ideally achieve in groups which assume joint responsibility. • Vacations on organized groups or with extended family. Do we function in a group or as an individual? communitarianism/collectivism

13. FINDINGS: Individualism vs communitarianism/collectivism

14. When managing and being managed Communitarians • Seek to integrate personality with authority within the group. • Give attention to espirit de corps, morale and cohesiveness. • Have low job turnover and mobility. • Extol the whole group and avoid showing favoritism. • Hold up superordinate goals for all th meet.

15. Neutral vs affective Do we display our emotions? Should the nature of our interations be objective and detached, or is expressing emotion acceptable? When our approach is highly emotional we are seeking a direct emotional response. • Reveal thoughts and feelings verbally an non-verbally • Transparency and expressiveness release tensions • Emotions flow easily, effusively, vehemently an without inhibition. • Heated,vital, animated expressions admires. • Touching, gesturing and strong facial expressions common. • Statements declaimed fluently and dramatically. affective Do we display our emotions? Do we display our emotions?

16. FINDINGS: Neutral vs affective

17. When managing and being managed Affective • Avoid detached, ambiguous and cool demeanor. This will be • Interpreted as negative evaluation, as disdain , dislike and • social distance. You are excluding them from “the family.” • If you discover whose work , energy and enthusiasm has been invested in which projects, you are most likely to appreciate tenacious positions. • Tolerate great “surfeits ”of emotionality without getting intimidated or coerced and moderate their importance.

18. Specificity vs diffuseness How far do we get involved? • Indirect, circuitous, seemingly”aimless” forms of relating • Ecasive, tactful, ambiguous, even opaque • Highly situatioinal morality depending upon the person and context encountered. Diffiuse

19. FINDINGS: Specificity vs diffuseness

20. FINDINGS: diffuseness

21. When managing and being managed Diffuse-oriented • Management is a continuously improving process by which quality improves. • Private and business issues interpenetrate. • Consider an employee’s whole situation before you judge him or her. • Ambiguous and vague instruction are seen as allowing subtle and responsive interpretation through which employee can exercise personal judgment. • End reports with a concluding overview.

22. Achievement-oriented vs. ascription-oritented Do we have to prove ourselves to receive status or is it given to us? Ascription means that status is attributed to you by birth, kinship,gender or age, but also by your conncetions. • Extensive us of titles,especially when these clarify your status in the organization. • Respect for superior in hierarchy is seen as a measure of your commitment to the organization and its mission. • Most senior managers are male, middle-age and qualified by their background. Ascription-oritented

23. FINDINGS: Achievement-oriented vs. ascription-oritented

24. When managing and being managed Ascription--oriented • Respect for a manager is based on seniority. • MBO and pay-for-performance are less effective than direct rewards from the manager. • Decisions are challenged by people with higher authority.

25. Past ,present and future-oriented culture Do we do things one at a time or several things at once? • Do more than one activity at a time. • Appointments are approximate and subject to “giving time” to significant others. • Schedules are generally subordinate to relationships. • Strong preference for following where relationships lead. Synchronic

26. FINDINGS: Past ,present and future-oriented culture

27. FINDINGS: Past ,present and future-oriented culture

28. FINDINGS: Past ,present and future-oriented culture

29. Internal control vs external control Do we control our environment or work with it ? • Often flexible attitude, willing to compromise and keep the peace • Harmony and responsiceness, that is , sensibility • Focus in the “other”, that is customer , partner, colleague • Comfort with wave, shifts,cycles if these are “natural”. external control

30. FINDINGS: EXTERNAL CONTROL

31. When managing and being managed Externally controlled • Softness, persistence , politeness and long, long patience will get rewards. • It is most importance to “maintain your relationship.” • Win together, lose apart.

32. Other findings • 階層制度 • 內與外 • 家元組織 • 終身雇用制

33. 階層制度 • age、sex、generation • 對於階層制度的信賴是日本的核心 • 女性的地位在男人之下 • 各守本位 • 呆板而善變

34. 內與外 • 非社交性 • 只屬於一個團體 • 不同組織就不會交談

35. 家元組織 • Ie vs Jia • associations of unrelated people who behave as if they were related. • Authority within the iemoto group is hierarchical(階級式) and paternalistic(父系制度). • consitute the struture of virtually all organizations in Japan, including business organizations. (by a anthropologist Francis Hsu) • 忠心思想

36. 終身雇用制 • 社會互惠義務感 • moral obligation is a two way street • 婚喪喜慶、財務問題、作媒、家人有困難、 • 社交聯誼、員工旅遊、運動會 • “a good foreman looks at his workers as a father does his children ” • usually elicits strong assent. • 87% agree that “looks after you personlly in matters not connected • with work”

37. 參考書目 菊花與劍，潘乃德博士著、黃道琳譯，桂冠：1991初版 信任，法蘭西斯．福山著、李宛蓉譯，立緒文化：民93初版 TRUST，Francis Fukuyama

38. Japanese Business Meeting Etiquette(1) Appointment 先約時間 • Appointments are required and, whenever possible, • should be made several weeks in advance. • 必須早在幾個禮拜前就要約好時間 • It is best to telephone for an appointment • rather than send a letter, fax or email.用電話做確認比用寄信(寄電子郵件)或是傳真好

39. Japanese Business Meeting Etiquette(2) Punctuality 守時 • Punctuality is importment. 守時很重要 • Arrive on time for meetings and • expect your Japanese colleagues will do the same. • 自己要守時因為日本團隊也期待你守時

40. Japanese Business Meeting Etiquette(3) Greetings 打招呼 • Greetings in Japan are very formal and ritualized. • 打招呼在日本是很算很正式及很儀式化的行為 • It is important to show the correct amount of respect and • deference to someone based upon their status relative to your own. • 打招呼可以顯現出你對對方的尊敬

41. Japanese Business Meeting Etiquette(4) introduce yourself 自我介紹 • It can be seen as impolite to introduce yourself, even in a large gathering. • 縱使是在大的聚會，盡可能還是做自我介紹

42. Japanese Business Meeting Etiquette(5) shake hands 握手 • Foreigners are expected to shake hands,the traditional form of greeting is the bow. 日本人希望外國人能夠握手 • How far you bow depends upon your relationship to the other person as well as the situation. The deeper you bow, the more respect you show. 握手握的越緊，越受尊敬

43. Japanese Business Meeting Etiquette(6-1) Business cards are exchanged 交換名片 • Business cards are exchanged constantly and with great ceremony. • 交換名片是有禮貌的 • Invest in quality cards. 用品質好一點的名片 • Always keep your business cards in pristine condition. 名片不要受損 • It is wise to have one side of your business card translated into Japanese. • 名片必須對著要收的一方 • Give your business card with the Japanese side facing the recipient. • 印有日本字的那一邊要對著對方

44. Japanese Business Meeting Etiquette(6-2) Business cards are exchanged 交換名片 • Make sure your business card includes your title, so your Japanese colleagues know your status within your organization. 確定名片上有職稱及公司 • Business cards are given and received with two hands and a slight bow. 用兩手收名片 • During a meeting, place the business cards on the table in front of you in the order people are seated. 面談時請將名片放在你的前面 • When the meeting is over, put the business cards in a business card case or a portfolio. 面談結束後要將明片收好在明片夾

45. Japanese Business Meeting Etiquette(7) respond quickly 要很快回應 • If you respond quickly and with excellent service, you prove your ability and trustworthiness. 很快回應而且有好的服務可以證明你的能力及真誠

46. Japanese Business Meeting Etiquette(8) Never refuse a request 不要拒絕日本人的請求 • Never refuse a request, no matter how difficult or non- profitable it may appear. The Japanese are looking for a long-term relationship. • 不論多困難，最好不要回絕對方請求

47. Japanese Business Meeting Etiquette(9) Difficult to say 'no' 很難說不 • They have a difficult time saying 'no', so you must be vigilant at observing their non-verbal communication. 日本人很難說不，所以要注意他們非言語上的溝通訊息

48. Japanese Business Meeting Etiquette(10) to phrase questions 要以疑問句問對方問題 • It is best to phrase questions so that they can answer yes. For example, do you disagree with this? 用問的方式日本人比較容易回答

49. Japanese Business Meeting Etiquette(11) Group decision-making 團隊決策 • Group decision-making and consensus are important. 團隊決策及意見是很重要的

50. Japanese Business Meeting Etiquette(12) Never lose your temper 不要沒有耐性 • The Japanese often remain silent for long periods of time. Be patient and try to work out if your Japanese colleagues have understood what was said. • 日本人會沉默一段時間，因此要有耐心等 • Never lose your temper or raise your voice during negotiations. • 協商時要有耐心