Japanese culture (Essay Sample)

International Management
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Executive Summary
The paper has discussed Japanese culture in relation to the Hofstede cultural dimensions and Toyota Motor Corporation. The methodology used is qualitative method and secondary method of data collection. Japanese culture accepts subordinate levels and implements formal hierarchical authority. The culture comprises of a collectivist society as they prefer working in groups. Moreover, Japanese culture is based on long-term orientation as they respect tradition, has sense of social obligations and protects one’s face. In addition, the Japanese culture more reflects masculinity as men are responsible to work and support their family. Finally, Japanese culture is high in uncertainty avoidance. Toyota Motor Corporation follows management practices of Japanese culture in their organization. The company follows democratic style of leadership and uses assertive style of communication. Moreover, the company gives more emphasis on team working and welcomes diversity at all levels of management. However, the paper proposes few recommendations that will enable Toyota Motor Corporation to improve its international business management and practices.
Table of Contents TOC \o "1-3" \h \z \u Introduction PAGEREF _Toc394256199 \h 4Methodology PAGEREF _Toc394256200 \h 4Influence of Japanese culture on business and management practices PAGEREF _Toc394256201 \h 4Theories and Japanese cultural management PAGEREF _Toc394256202 \h 6Cultural dimension model of Hofstede PAGEREF _Toc394256203 \h 7Toyota Motor Corporation PAGEREF _Toc394256204 \h 10Leadership style at Toyota Motor Corporation PAGEREF _Toc394256205 \h 11Communication Style at Toyota Motor Corporation PAGEREF _Toc394256206 \h 12Team-working at Toyota Motor Corporation PAGEREF _Toc394256207 \h 13Diversity Management at Toyota Motor Corporation PAGEREF _Toc394256208 \h 14Conclusion PAGEREF _Toc394256209 \h 15Recommendations PAGEREF _Toc394256210 \h 15References PAGEREF _Toc394256211 \h 16
TOC \h \z \c "Figure" Figure 1: Hofstede's Cultural Dimension PAGEREF _Toc393949967 \h 8
Figure 2: Communication Styles PAGEREF _Toc393949968 \h 12
Introduction
Corporate culture reflections culture of a nation. Therefore, the cultural practices that are followed by societies reflect the way in which an organization treats its employees. It is important for any organization that intends to go beyond their national boundaries to understand the culture of other nation in which it wants to expand (Daft 2010). Moreover, the understanding of cross culture also helps an entity that how people of other cultures must be dealt and addressed.
This paper initially discusses the Influence of Japanese culture on business and management practices which is followed by different practices i.e., leadership, communication, team-working and diversity management followed by a transnational company i.e., Toyota.
Methodology
The methodology used for this research is qualitative method as case of Japanese business management practices and Toyota Motor Corporation is studied in detail. Moreover, the study uses secondary method of data collection where different academic books were studied to gather quality data regarding Japanese business management culture and Toyota Motor Corporation. The study has also maintained ethics and has ensured that the data collected and presented is valid and reliable.
Influence of Japanese culture on business and management practices
Basically, there are two dimensions of culture i.e., what individuals see as relationships, attitudes and behaviours that is more commonly known as onstage culture, and other is the backstage cultural dimension with the ideologies, motives and values that explains the onstage level that make these features or patterns of behaviour visible (Raz 2002). Culture is the conveyed interaction among societal members; therefore, the societal members learn what is valued by the society in terms of possessions patterns, symbols, relationships, languages, eating habits or religious beliefs (Meier & Liker 2005). The societal values also teach its members that they should not do, should have and think. From the perspective of international management, the shared systems of different learned behavioural patterns have an impact on role of ethical perspectives, authority, work attitude and leadership (Nicholas & Soni 2005). The cultural background also has an influence on the attitude of workers towards quality performance, job responsibilities and their participation in decision making (Kono & Clegg 1998). The management in international environment lays more emphasis on the understanding of the cultural differences to conduct business in an efficient way (Bouchikhi & Kimberly 2008). In addition, culture also refers to the situation in which individuals have different methods for the same issues, for instance education systems makes sure that it transmits the knowledge, beliefs and values, but in Japan the education emphasize more on loyalty and group harmony (Stenzel 2008). This shows that individuals have differences in behaviours and cultural values which create biggest challenge for organizations to operate at international level (Witte & Muijen 2000). The managers of a transnational organization need to recognize these cultural differences to avoid any conflicts and misunderstandings that results from these differences (Nicholas & Soni 2005). Thus, it is important for international managers to understand the decision making, leadership styles, personal relationships and quality of work in context to their foreign colleagues. As managers of transnational organizations gain required cultural knowledge they can handle the cultural differences in a better way (O'Reilly 2002).
Theories and Japanese cultural management
Different theories have explained the culture and its factors. For instance, Japanese culture involves the factors of hybrid method which accounts for technological, human and work elements (Witte & Muijen 2000). Similarly, in relation to the organizational cultural theory of McGregor’s Theory X and Y, the management system in Japan follows Theory Y approach for its workers i.e., the employees in Japanese organizations are more motivated to work as they give more importance to rewards rather than money (Bremer & McKibben 2010).
The Japanese culture pays more value to continuous improvement. They set a benchmark to which each employee works and remain committed in improving it where possible (Witte & Muijen 2000). Moreover, the employees are loyal to their organizations that there is no bribery in terms of responsibility (Raz 2002). In addition to this, Japanese culture welcomes specialization, but still the employees are committed to put more efforts for improvement and work beyond in practicing initiative. In general, Japanese culture is known as collective one i.e., they seek betterment for all and views collective interest for the welfare (Soltero & Boutier 2012). In other words, the Japanese style of management has more concern for the collective or group welfare.
The traits of Japanese culture are more commonly known as high context and collectivist culture. Japanese organizations prefers group orientation instead of individual orientation i.e., they emphasize on cooperation, consensus and harmony. Moreover, Japanese culture also involves elements of participative decision making, consultative, shared responsibility, obedience and compliance to ensure harmony and consensus (Driskill & Brenton 2010). In other words, in Japanese organizations, it is a common practice to create shared beliefs/ values and harmony among the workers via small-group-oriented operations which shows that Japanese employees give more importance on relationship building to achieve organizational goals. The organizational culture in Japan is high context (Nicholas & Soni 2005). The people that belong to high context culture put more efforts in stableness and trust upon building relationships that result in long-term relationships (O'Reilly 2002). Due to increased preference to trust, long-term and stable relationships associated with the harmony, the Japanese organization’s corporate philosophy is also reflected on its corporate strategy to get long term reciprocal benefits.
Cultural dimension model of Hofstede
The cultural dimensions theory by Geert Hofstede's is a structure for cross-cultural communication. The framework describes the impact of societal culture on the principles of its members and its relation to the behaviour (Liker & Hoseus 2008). The following are the factors of cultural dimension that are discussed with the Japanese culture.
Figure SEQ Figure \* ARABIC 1: Hofstede's Cultural Dimension
Power Distance (PDI)
This factor refers to the extent to which the powers of the institutions and organizations that are less powerful expect and accept that power is not distributed equally (Robbins & Judge 2012). Thus, the cultures which reflect low power distance accept and expect power relations are more democratic or consultative. Thus, the Japanese culture accepts subordinate levels and implements formal hierarchical authority where the workers hardly ever questions and object on the decisions taken by the subordinates. Moreover, Japanese culture assumes that the boss is always right as she or he is the boss, therefore the employees are required to follow the instructions in a particular way.
Individualism versus Collectivism (IDV)
This factor refers to the extent to which the people are incorporated into groups. The societies that are individualistic put more stress on individual rights and personal achievements. The individuals are expected to take stand for themselves and for their fa...