Japanese culture is unique and rich in diverse aspects. National culture plays a pivotal role in determining how people behave at work. It influences their attitudes and values. Most people perceive Japanese culture as complex. Therefore, it is imperative to work assiduously to understand the key and unique banquet of Japanese culture.
As Dale (1990, p.14) reckons, “experiencing just a unique nibble at the Japanese culture is essential, as it will aid in understanding the complex nature of the culture.” This research paper addresses a 25-year-old male in a Japanese culture based on the available cultural dimensions and norms that represent the culture.
The research paper then utilizes information gleaned from the analysis of Japanese culture to explain how a manager/team leader should behave in the presence of a person from the Japanese culture.
For a manager working with a person from the Japanese culture, understanding how the cultural dimensions apply to the culture will help the manager to work well with the other individuals.
As Adler (2010, p.50) posits, “Problems often arise when managers from a culture interact with employees and managers from other cultures”. Therefore, it is imperative for a manager to understand other people’s cultures in order to avoid violence.
The aspects of the cultural dimensions that best represent the Japanese culture include collectivism. As Adler (2010, p.51) observes, “Tight social networks in which, people strongly distinguish between their own groups and other groups characterize collectivism”. It characterizes the Japanese culture, as people hold strong social relations or networks and common goals that condemn individualism.
In the Japanese culture, people follow the will of the group with which they associated (Dale, 1990, p.38). Consequently, the beliefs and behaviors of Japanese people mainly rely on the group in which they belong.
The cultural dimension of uncertainly avoidance also represents the Japanese culture. According to Adler (2010), “uncertainty avoidance reflects the extent to which people in a society feel threatened by ambiguity…trying to avoid ambiguous situations by providing greater certainty and predictability” (p.55).
Japanese people believe in a stable career that offers excellent benefits that commensurate with the responsibilities of peoples. For instance, as Keeley (2001, p.29) observes, “Majority of Japanese people will like a job opportunity that offers lifetime employment”.
The cultural dimension of career success also represents the Japanese culture. As Alders (2010) astutely reckons, “Career-success societies emphasize on assertiveness and the acquisition of money and things, while not showing concern for people” (p.57).
The Japanese culture has exorbitant roles for both men and women. It emphasizes on career success. In this culture, majority of society members expect women to take care of children performing other home duties.
The cultural dimension of Confucian dynamism is also evident in Japanese culture. According to Adler (2010, p.60), “Confucian dynamism measures employees’ devotion to the work ethic and their respect for tradition”. Japanese people have much respect for their cultural beliefs and practices, as well as work ethics.
In this regard, Japanese employees will respect any work environment that concurs with their cultural beliefs and practices. In addition, The Japanese people have a strong commitment to their work ethics and traditions (Keeley, 2001, p.56).
On the other hand, Japanese culture has diverse norms that define the accepted conduct of people from this culture. Some of the norms for the Japanese cultures, from which a 25-year-old male individual comes, are loyalty to one’s group, respect for traditions, authority and other aspects such as hard work, obedience, reciprocity, and gender issue where women hold subordinate positions.
The managerial style of emphasizing on information flow, initiating the bottom up scheme, where top management becomes a facilitator rather than the authority source, is the most appropriate style to use in the Japanese culture.
This management style should make the middle management an impetus and shaper for diverse policies within the organization. In addition, the leadership style should employ consensus as a way of making logical decisions, paying close attention to the well-being of all workers. Japanese people believe in a job that offers security and social well-being.
Motivating workers is of exceptional essence in any organization, as it increases efficiency. Managers should have unique skills, which recognize cultural differences for motivating their employees (Keeley, 2010, p.39). In addition, the motivation techniques should appreciate the fact that different motivation techniques work for different people.
The techniques that focus on job security and satisfaction will be the most appropriate for motivating a Japanese employee. Job rotation is effective, as it will allow employees to expand their skills by shifting them from one job to another. Japanese culture is a focused career. The individuals will experience motivation through job rotation because they will be building their career.
In addition, job sharing is an appropriate method of motivating this employee. Because of the dimension of collectivism applied in Japanese culture, working as a group will be more appealing to these employees (Keeley, 2001, p.41). The technique of creating healthful working environment is also essential.
The dimension of Confucian dynamism, upheld by the culture, which makes people have much respect for work ethics, as well as their traditions, plays a pivotal role in improving efficiency. Thus, creating conducive environment that respects traditions emphasizing on work ethics is essential.
For a manager dealing with people from foreign nations, effects of parochialism and ethnocentrism are remarkably common. As Mendenhall, Punnett and Ricks (1995, p.74) reckon, “Ethnocentrism centers itself on ones culture…the belief that one’s culture is superior to others while parochialism arise when people assume that their home culture is superior”.
Some of the parochialism and Ethnocentrism that might hinder the effectiveness of an American manager of someone from Japanese culture rely on these beliefs. The American manager will tend to despise the clothing style employed by this person. For instance, kimono, the famous traditional clothing in Japan, might seem too primitive to an American manager.
This will hinder the manger’s effectiveness, based on the biased perception about the Japanese culture. In addition, the music used in Japanese culture is the J-pop. It is immensely popular among youths in this culture (Katarzyna, 2007, p.52).
For an American manager dealing with a 25-year-old employee from Japan, the music might hinder effective communication, as it will not be creating any impression to the American manager who might tend to discourage it.
For a person from the USA, different stereotypes might develop. They can either hurt a persons’ effectiveness or help in his/her effectiveness. Viewing the Japanese culture as complex and extremely difficult to comprehend is detrimental, as it will reduce the person’s effectiveness in socializing and understanding the Japanese people.
Of most interest for a manager is the modern Japanese language, which uses the romaji, a Latin alphabet in advertising, computing, and in company names (Katarzyna, 2007, p.34). On the other hand, developing respect, as well as appreciation for this culture, is significant. Viewing Japan as a land with multifaceted and extremely rich culture that challenges the Western mind and souls will improve one’s effectiveness.
Japanese culture comprises of unique rules and etiquette, for diverse situations. These rules include everything from entering any house to the way he/she takes a bath. As Dale (1990, p.63) reckons, “while in Japan, understanding and observing Japanese rules is paramount to avoid being perceived as a disrespectful or rude foreigner”. Thus, the managers must understand and respect Japanese etiquette rules.
Japanese culture is a high context culture, which calls for one to work assiduously towards understanding it. As Kippenberger (2002, p. 86) posits, “A decent manager should strive to understand the context of culture, as it has substantial influence on managerial practices utilized on a company”.
This has diverse meaning for the team leaders, as they have to understand the many cultural practices, ceremonies, festivals, and beliefs that will aid them in understanding the culture. For one to mingle with the Japanese people in an effective manner, understanding and appreciating various aspects of this culture is essential.
Diverse proxemics is prevalent in Japanese culture. It plays a pivotal role in determining the way of life in the culture. As Keeley (2010, p.17) reckons, “proxemics involves the study of a person’s perception and utilization of space”. Culture determines how people handle space. Japanese culture relies on collectivism. Hence, the social space is vital. Social space enhances communication between business associates.
It ranges between 4 and 10 feet. Personal space is also critical in maintaining space between people. It ranges between 2 and 4 feet. When greeting people in Japan, it is a customary practice to bow or nod one’s head. Failure to respect greeting etiquette while in Japan can lead to social messes.
Showing gratitude and apology by giving rewards is of considerable essence in creating an effective social relationship. This will aid in creating a wide and royal client for one’s business.
Reference List
Adler, N. (2008). International dimensions of organizational behavior. Cincinnati, OH: South-Western College Publishing.
Dale, P. (1990). The Myth of Japanese Uniqueness.London; New York: Palgrave Macmillan.
Katarzyna, J. (2007). Modern Japanese Cuisine: Food, Power and National Identity. London: Reaktion Books.
Keeley, T. (2001). International human resource management in Japanese firms. Oxford: Capstone Publishing.
Mendenhall, E., Punnett, B., & Ricks, D. (1995). Global management. Hoboken: Willey Publishers.