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Japan scores moderately high on uncertainty avoidance, indicating a preference for established rules and protocols to minimize unexpected situations and risk of failure. In business, Japanese managers and employees prefer clear, consistent instructions and dislike drastic changes. International managers working in Japan should approach tasks and communication in a strict, serious manner to provide a sense of security and avoid ambiguity for their Japanese subordinates.
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- 1. HOFSTEDE CULTURAL DIMENSIONS IN THE CONTEXT OF JAPAN Team members :ATUL GUPTAAKASH SHARMABHUPENDAR SHARMAMOHIT FAUZDARNITESH AGARWALSUMIT SOMANI
- 4. Japan’s form of government is parliamentarian democracy under the rule of a constitutional monarch. The Prime Minister is the chief government officer. The dominant religion is Shinto, which is exclusive to Japan. However, the Japanese have no official religion.
- 7. Basic areas of inequality:
- 8. Physical / mental abilities and characteristics
- 9. Social status and prestige
- 10. Wealth
- 11. Power
- 14. People who can actually make important decisions are inaccessible, protected by layers of middle management.
- 15. Managers view employees who challenge norms or questioning decisions as disrespecting their authority.
- 16. Priority is placed never making embarrassing mistakes, making it difficult to take a stand on anything.
- 17. Managers are looking for immediately demonstrable results, leading to a focus on tactics over strategy.
- 19. Creative ideas can come from anyone. Employees are encouraged to speak up instead of sitting quietly.
- 20. Lower-level employees are empowered to make important decisions, allowing them to happen quickly and with more context.
- 21. The company culture values employees who question decisions and challenge accepted norms.
- 22. Employees are encouraged to try new ideas and allowed to fail gracefully, helping them feel it’s safe environment for innovation (which leads to the big game-changing ideas).
- 24. Moderate PDI
- 28. Goals
- 29. Compete
- 30. Unique
- 33. Belong
- 34. Duty
- 35. Harmony
- 36. Advice
- 37. Context
- 38. Hierarchy
- 40. Personal goals and achievement are strived for
- 41. It is acceptable to pursue individual goals at the expense of others
- 42. 'Individualism' is encouraged whether it be personality, clothes or music tastes
- 44. Conformity is expected and perceived positively
- 45. Individual's desires and aspirations should be curbed if necessary for the good of the group
- 46. The rights of the family are more important.
- 48. Ecuador
- 49. Panama
- 50. Venezuela
- 51. Indonesia
- 52. South Korea
- 54. Australia
- 55. Great Britain
- 56. Canada
- 59. Hiring and promotion decisions
- 60. Managerial focus
- 64. Japan’s low score in this dimension makes them a collectivist society.
- 65. This behavior is inbuilt in them from childhood.
- 66. Correlated with the moderate power distance & a sense of group belongingness.
- 67. Success is highly dependent on group efforts in japan.
- 70. A High Masculinity ranking indicates the country experiences a high degree of gender differentiation. In these cultures, males dominate a significant portion of the society and power structure, with females being controlled by male domination.
- 76. The high positive scores on the uncertainty avoidance index (UAI) indicate low tolerance for ambiguity and unstructured situation.
- 77. It indicates to what extent a culture programs its members to feel either uncomfortable or comfortable in unstructured situations”
- 78. Unstructured situations are novel, unknown, surprising, different from usual.
- 79. Uncertainty avoiding cultures try to minimize the possibility of such situations by strict laws and rules, safety and security measures, and on the philosophical and religious level by a belief in absolute Truth; 'there can only be one Truth and we have it'.
- 82. Japanese do not like drastic changes.
- 83. According to a study, during the 1990’s communication explosion.
- 84. Japanese prefer to use mobile phones rather than computers
- 85. 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. Ex:- environmental change.
- 86. As a manager it’s always a necessity to follow the specific rules and procedures in consensus manner.
Editor's Notes
- Osterman, a culture scholar, says:We may conceptualize individualism as a worldview that centralizes the personal—personal goals, personal uniqueness, and personal control—and peripheralizes the social…The core element of collectivism is the assumption that groups bind and mutually obligate individuals.
- Individual:Independent—free, control over one’s lifeGoals—striving for one’s own goals and achievementsCompete—personal competition and successUnique—focus on one’s own unique characteristicsPrivate self-knowledge—keeping one’s thoughts private from othersDirect communication—stating clearly what one wants and needsCollectivism:Related—consider close others as part of the selfBelong—enjoy belonging to groupsDuty—being willing to make sacrifices as a group memberHarmony—concern for group harmonyAdvice—turning to close others for help with decisionsContext—self alters across situations (contrast with individualism, where the “consistent self” is a strong value)Hierarchy—emphasis on status issues.Group—preference for working in groupsNote: one strong individualist-collectivist contrast comes out at U.S. universities in terms of plagiarism. Collectivist cultures see no problem with giving and receiving help, often quite a bit of help, in writing papers or other projects. Our strongly individualistic culture looks at plagiarism as a serious offense because of our focus on competition and self-obtained goals. Foreign students who aren’t aware of this big difference are often caught by surprise when they receive a bad grade on a paper on which they’ve collaborated with someone else, in order to make it the best paper they can, and are accused of cheating. It’s not a clash of ethics, it’s a clash of cultural values.
- An interesting factoid about North America is stated by Raymond Carroll, a French anthropologist who is married to a North American. He suggests that North Americans tend to see individual identities as existing outside all networkds. That does not mean that social networks do not exist, or that they are unimportant, but that it is notionally possible to see the self apart from these. In the North American view, there is a sense that the self creates its own identity, as in the expression “a self made person.” This view explains why it is unnecessary for North Americans to hide things about their past, such as humble origins….in fact they are proud of such origins—look at Barack Obama!