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INDIVIDUALISM vs COLLECTIVISM Describe cases of Japanese business practices and/or

INDIVIDUALISM vs COLLECTIVISM Describe cases of Japanese business practices and/or characteristics regarding collectivism in comparison with business in individualism society. GROUP B: Sze Yui Ng , Ziyun Jenny Wu, Lee Chee How. INDIVIDUALISM vs COLLECTIVISM AS SEEN BY HOFSTEDE.

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INDIVIDUALISM vs COLLECTIVISM Describe cases of Japanese business practices and/or

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  1. INDIVIDUALISM vs COLLECTIVISM Describe cases of Japanese business practices and/or characteristics regarding collectivism in comparison with business in individualism society. GROUP B: SzeYuiNg, Ziyun Jenny Wu, Lee Chee How

  2. INDIVIDUALISM vs COLLECTIVISM AS SEEN BY HOFSTEDE • One of the 5 Dimensions of National Cultures introduced by Geert Hofstede • Individualist society: Individualstake care of themselves and theirimmediate relatives only. • Collectivist society: Individualshold expectation that the larger group willprotect and take care of them. • HerewecontrastJapan ( averagecollectivist society according to Hofstede) with more individualist countries suchas the United States and France.

  3. PROGRAMME I/ 2 CONCEPTIONS OF THE DIVISION OF LABOUR II/ THE IMPACT OF CULTURAL DIFFERENCES IN THE RECRUITMENT PROCESS III/ THE PROMOTION SYSTEM IN JAPAN vs COLLECTIVIST SOCIETIES

  4. I/STRUCTURAL DIFFERENCESKeiretsu The sharedresponsibility

  5. ‘KEIRETSU’ - A family of firms

  6. COMPANY ORGANISATION IN JAPAN • Horizontal – KEIRETSU MODEL Example: the Mitsubishi Group

  7. COMPANY ORGANISATION IN JAPAN • Vertical Example: Nissan Motor Akebono Brake Industries (16%) … Nissan Prince Tokyo Auto Sales (73%) … Nissan Diesel Motor (40%) …

  8. Shared Responsibility

  9. II/IMPACT OF CULTURAL DIFFERENCE The recruitmentprocess

  10. RECRUITMENT PROCESS AND HR POLICIES • Although all recruiters look at the same basic informations… -Age -Educational background, languageskills -Proof of leadership, hobbies • … The recruitmentprocess diverges in Japanfrommostcollectivistsocieties For cultural reasons

  11. DURKHEIM’s THEORY ON THE DIVISION OF SOCIAL LABOUR

  12. HR IMPLICATIONS FOR COMPANIES Very vague contract • The graduatefromapplies for a large companywith a good reputation as employer ( Mitsubishi, Toyota…) Lack of experience not a handicap • He willspendhis first yearsworking in ‘Ka’ (workgroups) Littledifferentiationamong juniors • After 10/15 years promotions lessautomatic= more individual. Meanwhile, the company has taken care of every aspect of hisemployee’s life = loyalty and commitment

  13. HR IMPLICATIONS FOR COMPANIES Verydetailedcontract • The graduatefromapplies if hemeets the prerequisites • Previousexperienceisappreciated • Recruiters focus on PERSONALITY and personal storiesAcceptableoriginalityisencouraged • The contractsignedisverydetailed • Afterjoining, heworkscloselywithhisimmediate groupBut promotions are linked to hisownability to network and producehigh performance.

  14. TIME TO MOCK THE FRENCH A LITTLE BIT… POSITION/ TITLE FINEST DESCRIPTION OF ALL THE TASKS POSITION IN THE HIERARCHY ‘PROFILE’ -educationalbg + experiences -technicalskills -moralqualities

  15. III/ PAY & PROMOTION SYSTEMS Japan vs Collectivistsocieties

  16. Pay and promotion system

  17. Position of the job

  18. JAPAN: Bank of Tokyo- Mitsubishi • A graduate works as an employee (Shain社員), when he/she just enters the bank. • He/she will be promoted to Project Head (Shunin主任),Section Head (Kacho課長), Division Manager (Bucho　部長) or even Director along with the increase of length of service in the firm • He/she may even shifts to oversea branches • Most of the works will be done in groups • Vertical relationship between senior and junior workers is important and close

  19. UNITED STATES: Apple • A new employee can enter the firm by working as a salesperson in retail store or as a application software engineer • Promotion of the job will depend on working performance • Development of new products will be done in groups, but individual assignments are also given. • Individual strength is stressed • Vertical and horizontal relationship is not close • Workers will try their best to separate the work and their own private life

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