MGW3681 International Management

History of Japan & Understanding the Communication System.

Culture is more often a source of conflict than of synergy. Cultural differences are a nuisance at best and often a disaster (ITIM International, 2003). Communication across culture is not an easy assignment for an international manager to learn within a short period of time especially it is an ongoing learning process. Communication is a process of shared meaning by transmitting messages through media such as word, behavior, or material artifacts (Deresky, 2008). Language discrepancies are an obvious factor. Likewise important are people skill as well as understanding and adapting to the social and working etiquettes of the foreign country. Japan is one of the most well known for its culture in the world. For an international manager to work there, it is important they will have to understand and identify the Japanese communication system because Japanese communication is ambiguous. This is to eliminate any

communication noise. Past history is believed to shape the culture of the country and the people identity. Japan has evolved in many era from the early Jmon period till to the current Heisei period, their culture had also evolved. However the most important principle will be the wa, the peace and harmony (Deresky, 2008). Japanese tend to work as a family unit similar to working in the organization. One clear example is the rice cultivating which they highly need cooperation from their village and neighbors twice each year in result reflects on the long term effects on Japanese social system and life style (Herbig
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& Lawrence, 1998). Therefore, international managers must be able to identify these values to be able to communicate with their subordinates. Instead of understanding the entire history of Japan, managers can learn thru theories such as Hofstedes Cultural Dimensions.

Hofstedes Cultural Dimension -Japan

Geert Hofstede

created a cultural dimension based on the interactions between national cultures and organization culture that affects behavior and had proved persistent across time (Geert & Jan, 2005). In Hofstedes research through a well known multinational firm IBM Corporation, he discovered 5 dimensions; Power Distance (PDI), Uncertainty Avoidance (UAI), Masculinity (MAS), Time Orientation (LTO) and Source: ITIM International 2003

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Individualism (IDV). Based on Hofstedes latest findings in 2003, Japan is known as the most masculine country in the world. Based on the graph above it shows that Japan have a moderate power distance and Individualism. However Japan has the highest scores in masculinity, uncertainty avoidance and life time orientation compare to other nations.

Power Distance in Japan

Power distance is the first value dimension that is the degree to which the less influential members of organizations and institutions like the family, accept and expect that power is dispersed unequally (ITIM International, 2003). Hofstede also states that most societies are unequal however the inequality level is different from others. History of Japan in the Edo period (1603-1868) reflects on the present practice marked parallel between aspects of the Japanese management system and an autonomous ranking hierarchy characterizing the traditional principle of the samurai. Based on the graph above, clearly Japan power distance indicates at a moderate level at 50. Seniority ranks and hierarchy is clearly identified in the organization but based on empirical studies has found that Japanese rank the highest in terms of recognition when it comes to their workplace but has a moderate level of utilizing their skills in their workplace (Rehu M., 2005). This statement than can be supported on Japanese believe that a member of the same company is almost the same as a member of his family and should be given a preference (Fredric & Jun, 2003).

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Japanese is believed to have a vertical relationship in the society. All human relationship is based on persons hierarchical position, status, educational background, seniority and gender (Jun & Muto, 1995). An international manager must identify this and must be able to create a positive relationship with their subordinates by using persuasive skill. They must be able to understand their subordinate, be sensitive and their needs even if they have personal problems or stress due to work overload- to create the wa. In result this will create a trust and respect between manager and subordinate. When a subordinate have respect on its manager only than they will demonstrate they can dedicate to their work and other responsibilities and also make them stay longer in the company. As an international manager, identifying the seniority of the employee is fairly essential especially in rewarding or punishing. For instance if a junior staff have achieve in a certain important organization objective, it is not advisable for a manager to promote this staff to a higher position than the senior staff. This will inappropriate and this employee most probably will be exile by others. Managers will have to promote appropriately at this type of situation.

Individualism in Japan
The second dimension will be the individualism that is the degree to which individuals are inter-grated into groups (ITIM International, 2003). This means that individualist according to Hofstede ties between individuals are loose however collectivists are integrated into strong cohesive in-groups, often extended families
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which in exchange for unquestioning loyalty (ITIM International, 2003). Japan scored in a low score 40 in Hofstedes individualism making them a collectivist society. Once more history has played its part where in traditional Japanese society the group was the family or village, today the group is the business organization (Herbig & Lawrence, 1998). This is due to the result to the concept of amae a basic human behavior to depend and presume upon another benevolence that develops in childhood and continues throughout a persons life (Jun & Muto, 1995). Therefore it correlates with the moderate power distance in Japan. When the relationship exists between the manager and subordinate, a sense of group belonging is automatically created. Amae feeling is reflected in a vertical relationship and the group orientation which the survival and growth on the group depends very much one and another (Jun & Muto, 1995). Thus in Japan, the success of an organization highly depends on the group effort. As the saying goes, two heads are better than one, hence when a manager hand over an assignment to subordinates, it must be given to a group not to an individual. This will promote collective problem solving and idea generation more effectively. While working in a group often there will be dissatisfaction among group member. As an international manager, maintaining the group harmony is an important aspect. Conflict and open expression s not the culture to avoid shame of an individual Thus as a manager, it is not advisable to start a group discussion to solve problems solution by exercising the authority and provide a solution- similar concept of parents- child relationship. As a manager, comparing performance between subordinates in the group just to promote competitiveness will affect the group harmony. However, compare
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between groups is the best way to promote competition. Thus actions taken by a manager must be consistently collective.

Masculinity in Japan
Masculinity defined by Hofstede refers to the distribution of roles between the genders which is another fundamental issue for any society (ITIM International, 2003). Its the study of the degree of assertiveness, materialism and the lack of concern to others. Japan score 90 and its to be said the most masculine country in the world. Japan extreme masculinity can be traced to the samurai, with its stress on masculine, assertiveness, honor and its absolute sex role separation (Herbig & Lawrence, 1998).The man has more say than the women because they are the breadwinner of the family. A masculine culture the work ethic tends more toward live in order to work not work in order to live (Fredric & Jun, 2003). To generate high competition and gain collective success, Japanese are workaholics and dont easily give up. Karoshi disease or better known as death from overwork is the evidence of Japanese is workaholic was discovered in early sixties. Managers must not also be too sensitive all the time towards their staff. Instructions given to subordinates must be clear and must not be mixed with other matters. Managers shouldnt mix personal matters during working period. To build a stronger character of masculinity and to build attachment to the organization as an international manager, sacrifices have to be made by working during holidays and

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weekends. This will transmits indirect message to the subordinates that they will have to make sacrifices as well. Training and development is important aspect in building the masculine character because it is believe that it can avoid making mistakes, improve performance and increase the level of trust in the group. In Japanese organization employees are trained extensively for minimum 5 years undergo extensive training courses according to the areas of work that they are assigned (Fredric & Jun, 2003). During this time, managers punitive actions by scolding or giving harsh criticism to train their subordinates even in their best efforts.

Uncertainty Avoidance in Japan.

Uncertainty avoidance is deals with a society's tolerance for uncertainty and ambiguity; it ultimately refers to man's search for truth (ITIM International, 2003). It indicates to what extent a culture programs its members to feel either uncomfortable or comfortable in unstructured situations (ITIM International, 2003). Japan has a high score of uncertainty in the workplace making them are unable to work in unexpected situation. They prefer to use sets of protocol, rules and regulation to avoid making mistakes. Again the underlying reason is to maintain the harmony and any unwanted conflicts. Thus Japanese do not like drastic changes. According to a study, during the 1990s communication explosion, Japanese prefer to use fax over the use of emails in receiving and transmitting message because it more effective (Detmar, 1994). In the present, Japanese prefer to use mobile phones rather than computers because almost
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everything can be done thru the phone such as setting appointments, paying bills, sending emails. Japanese view mobile internet is more time enhancing activity but PC internet is more a time-display activity (Ishii, 2004). Thus it shows that they rely on telephone technology and this consistency reflects on their culture to use the traditional way. As an international manager, instructions given to employees must also be fixed and making changes in between will make subordinates fell unsecure. It must be done in a strict and serious approach. Even with environmental changes, Japanese believe that decisions should be made after careful study of relevant factors including possible environmental changes (Fredric & Jun, 2003). As a manager its always a necessity to follow the specific rules and procedures in consensus manner. Demonstrate examples to subordinate in by using explicit approach and let them figure out on their own. In relating to this issue, as an international manager, if a subordinates respond is incorrect, do not say no first. Its best to say yes than explain your disagreement. Research by Nakai Fuki (2002) Japanese are more reluctant to express their ideas or feelings clearly because they fear they might damage the atmosphere of interpersonal harmony. This practice will allow a sense of security towards the subordinates.

Life Time Orientation in Japan

The final dimension is the life time orientation with long terms are thrift and perseverance however values associated with short term are respect for tradition, fulfilling social obligations, and protecting one's face. Japan score high for this dimension over 70 making them a long term oriented. Based on observation, it can be
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said that most Asian nations are future oriented. Based on a study conducted, Japanese managers develop a business plan for a period between 3 years and require their staff to follow the same time frame for their plan to work (Fredric & Jun, 2003). It correlates with the high uncertainty avoidance of having a life time employment made them perceive that they will be needed to complete the 3 years plan. Japanese also dont believe in long term reward, and their only promotion or raise in salary will be in between 3 to 5 years. This make them have to wait for this increment and tie them to the organization to become more loyal.

As a manager, communicating with staff who believes in long term benefits rather than short term is a challenge. Managers will have to acknowledge personally the performance of the staffs. Performance must not be only within the job scope but beyond by looking at their persistence, their sense of shame, relationship within their respective group and other values, which is not an easy task since the work in groups. Plus, Japanese do not believe in short term benefit because to them instant rewarding will lead them not to work hard (Fredric & Jun, 2003). Another way as an international manager to boost the future mind is to always show the big picture, that is to show the outcomes. Managers can use motivation slogans that always been used by Japanese such as gambare which is to work hard and diligently.

Conclusion

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As an international manager, its important to acknowledge cultural values in communicating in across borders. Although in time experience will teach but in a dynamic environment changes, managers will have to adapt quickly or else conflict will arise. In Japan, the power distance is moderate thus politeness, humble and sensitive in dealing with their staffs is virtue. The collectivist attitude in Japan the concept of amae, trust and maintaining harmony in a group is highly important because the success of the organization is by the effort of the group. Masculinity is a pride in Japan thus building persistence character helps the subordinates to be more competitive and hard working. In Japan making change in decision uncertainty level which can affect the harmony of the group thus changes must be minimal. As a manager, presenting the big picture reflects on the Japanese culture of being future oriented and short term benefits are discourage. Cultural dimension created by Hofstede is a good method of recognizing cultural difference in the work place and in this matter to clarify the common communication clutter in Japanese organization.

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Reference

Deresky, H. (2008). International Management:Management Across Borders and Cultures . New Jersey: Pearson International . Detmar, S. (1994). The Effect of Culture on IT Diffusion: E-Mail and FAX in Japan and the U.S. Information Systems Research 5 , 23-47. Fredric, S., & Jun, O. (2003). Culture and conflict: Japanese managers and Thai subordinates. Culture and Conflict , 187-210. Geert, H., & Jan, H. (2005). Cultures andorganizations: software of the mind 2edn . New York : McGraw Hill. Herbig, P., & Lawrence, J. (1998). Culture As an Explanatory Variable for the Japanese Innovative Processes. Cross Cultural Management , Volume 5 .

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Ishii, K. (2004). Internet use via mobile phone in Japan. Telecomunication Policy , 4358. ITIM International. (2003). Retrieved August 17, 2009, from Geert Hofsted Cultural Dimension.: http://www.geert-hofstede.com/hofstede_japan.shtml Jun, J., & Muto, H. (1995). The hidden dimenson of Japanese administration: Culture and its impact. Public Administration Review , 125-134. Rehu M., L. E. (2005). A Performance Motivator in one Country, A Non-Motivator in Another? An Empirical Studyt. Proceedings of the Sixty-Fifth Annual Meeting of the Academy of Management. K.M Weaver.

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