Cultural gap


Published on

  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Cultural gap

  1. 1. Audrey FRANCOIS Gautier GOUJON Anne Laure SAS MAYAUX Guillaume RAMBERT DM4 Title : Do it my way – Management in America Source : Financial Times By : Mr Thomas Lifson of Harvard & Mr Yoshihiro Tsurumi of New York’s Baruch College A cultural gap between Americans managers and Japanese managers This cultural gap is a real obstacle for companies which want to invest in the neighboring country. This table will help you through those differences. Japanese AmericansDuring a seminar - Participants 25 men 17 men and 8 women - Clothes Identical dark suits, they refused to doff their jackets even if it’s hot Remove their jackets - Break The coffee break will last 10 minutes, as scheduled A ten-minute coffee break stretched beyond 20 minutes - Behavior Don’t ask any questions before they know the person better (at lunch Participants asked questions and several aggressively for example) : they were usually deferential and always polite contradicted what the speakers had to sayDuring a recruiting interview - Criteria of hiring For the skills they will acquire after joining the company Fill particular slots and needed skills - Requires commitment Long term commitment Limited commitment - Conditions of laid off Under pressure of sub-contractors At will - Flexibility at work Retrain, rotate workers MobilityReaction to the common threat ofbankruptcy - Company Mazda Chrysler - Statute of workforce An asset : keep it at all costs A cost - Reaction 25% salary cut and a loss of bonuses for four years Cut its blue-collar workforce by 28%, its white-collar staff by Inability to fire people 7% and its executives’ pay by 2-10%What they think of each other Japanese thinks care too much about numbers and work for The Americans feel impotent because of Japanese inability to themselves falling that work for the company fire people
  2. 2. Audrey FRANCOIS Gautier GOUJON Anne Laure SAS MAYAUX Guillaume RAMBERT DM4Goals Put much less store on numbers Care about profits Become the dominant, the most efficient Based on numbers and economic objectives as operating-profit When they succeed, profits will eventually take care of themselves margins or calculations of discounted cash-flow in capital budgetingDecision-making process - Duration Long term Short term - Procedure Oral Written Informal consultations Memoranda, position papers - Communication Good communication Little communication Sense of family Adjacent offices are too compartmentalizedInter-company conflict - Belief They want to avoid a conflict because they think that employees are Inevitable and sometimes healthy one big happy family - Effects Japanese superiors don’t want to be involved in a conflict and they Managers interpose in divisional fights. This behavior increases want their managers to resolve problems themselves the frustration of Americans subordinatesPersonal attitude Commitment and family Individual freedom