Case study analysis Japanese management

1. Case study analysis Japanese management Japanese company and Japanese management in rural USA Made by: • Černohlávková Vendula • Krejbichová Marie • Macháčková Zuzana • Šafárová Katarína • Šegatová Eva

2. Introduction • Role play • Case study summary • Main differences between American and Japanese company culture • Principles of Hofstede culture dimensions • Conclusion • Recomendations

3. American working day

5. Starts at 8 am Common greeting Ordinary dress 1 boss Perpetual calls (mainly personal) Quick lunch (sandwich) No rest after lunch At 5 pm going home http://www.youtube.com/watch?v=4w9EksAo5hY American working day

7. Japanese working day

9. Starts at 7 am Greeting: polite bowing Singing Exercise Meeting More strict dress code Working The boss has natural respect After lunch short rest After other nationalities left the work (6 pm) another meeting 10 pm going home http://www.youtube.com/watch?v=cJrDFKaM-Mk&feature=related Japaneseworking day

16. Corporate philosophy in particular company (Chiba) American 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 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

17. Extraordinary things • Rituals, symbols • Company song • Daily meeting in the courtyard (+speeches, news about sport events, group exercise) • Company sponsored activities (sport, parties)

18. SALES • S incerity • A bility • L ove • E nergy • S ervice

19. Principles of Hofstede Cultural Dimensions • High vs. Low Power Distance • Collectivism vs. Individualism • Masculinity vs. Femininity • High vs. Low Uncertainty Avoidance Index • Long-term vs. Short-term Orientation

20. Higher Power Distance Japanese LowerPower 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.. Power Distance IndexHigh vs. Low

21. 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. Collectivism vs. Individualism

22. 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 . Masculinity vs. Femininity

23. HigherUncertainty Avoidance Japan LowerUncertainty 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. Uncertainty Avoidance Index

24. Long-termvs. Short-term Orientation Japan USA 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. 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.

25. Conclusion 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

26. JAPAN 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. Listof Recommendations

27. Resources • 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

28. Thank you for attention