Japanese and American Business Behavior

Management sciences corroborate long identified that there argon numerous forms of argumentation behaviors. unalike organizations from varied purifications tend to run their job in different manners, this include conclusiveness making work outivities, problem solving, future forecasting, and opposite issues deep down a strain.The differences do not stop on the organizational level, managers of different conclusions loosely has their own personal style of managing their subordinates. These differences argon fire to study because of the increasing phenomena of globalization.II. Research BackgroundII. 1. The Need to Study vocation flairsDifferent companies inwardly different coatings previously hit no need canvass their backup styles with those of distant companies. However, with the rising of globalization and international competition, corporations argon derived to take depict of line of descent cultures from all everywhere the public. This is necessary in t ime where they call for to make connections with inappropriate strain in order to grow or survive. Further more(prenominal), some business behaviors might be better suited in their topical anesthetic environment but contributes poorly within the global environment.There be times where changes of culture from local to global culture atomic number 18 necessities. Thus, to compare one business style to an opposite(a) is almost a prevalent activity for economic expert and businessmen now.II. 2 Why Study Nipponese Culture Asiatic parsimony has always been a matter of intense discussion among American scholars. There are predictions from galore(postnominal) economist and observers that Asia depart be the oculus of economic growth once the world has entered the unseasoned millennium. Although these predictions carry not beget through as expected, the rapid development of Asian economy is placid an important event in the history of worlds economy.Let us take lacquer as a representation of the military posture of Asian economy. Japan produces some of the most innovative and spicyest quality products in the world. Since 1970s, Nipponese automakers have been intensely competing with US automakers. Some even believed that they have exceeded the US automakers in some respects. The British motorcycle industry, which once considered as the one who brought the golden age on motorcycle industries has been wiped-out almost only by the presence of Japans futuristic motorcycles in their local soil.In feature, right away, we have frontn that Nipponese culture is everywhere in the world. Many Americans today are fans of Japanese products since they were children. Japanese products have undeniably infiltrate US social and economic life in the most significant way. The familiarity of land Bill, Iron Chef, Power Rangers, Hello Kitty, and Anime describes the strong presence of Japanese culture in the United States. Furthermore, American businessmen are t oday learning Japanese business style, more than just to communicate with their Japanese partners, but also to enhance their efficiency in doing business.The acknowledgement effrontery to Japanese culture and their influence is all all overwhelming in many another(prenominal) move of the world (Palmeri, 2004). The popularity of Japanese culture in most parts of the world brought upon an interesting question for American business people. What are actually the differences amid Japanese business behaviors and American business behaviors? Furthermore, the capability of Japanese businessmen to do what Americans cannot bring increasing interest in studying the popular culture. Within this paper, I am comparing two of the worlds most popular business styles, the American style and the Japanese style.There exit be discussion on differences, similarities and some comparison of which has the advantage over certain situations.III. Research QuestionAs mentioned above, the strength of Ja panese culture astonished economist from all over the world. With the increasing case studies where Japanese businessmen riposte by others in international market, there is an interesting question of whether Japanese culture could have exceeded the dominating culture of the world (Americans). The implied research questions in the gain above areWith respect to its Strengths and Weaknesses, is Japanese business culture more suitable for business advancement and development than the American business culture? In order to answer this question, a sufficient elaboration regarding two business cultures is required. The elaboration should lead to a comparative abridgment regarding two business cultures. Based on book, journals and articles on Japanese and American business culture, I will divide the comparative analysis into some(prenominal)(prenominal) chapters concentrate on different ways to compare the two business cultures.A reason out statement will be made to summarize the c omparative analysis in the end of the paper. IV. Organizational Management StylesIV. 1 Roles and DecisionMaking In hurt of managerial styles, American companies tend to be financially oriented and measure autonomy. In a typical American union, the role of each employee is clearly defined and the employee is fully responsible for the activities assigned to him/her. Decisions generally come from singular authority, and the fraternity usually makes clear definition of who is entitle for making what kinds of decisions (Engel, 2000).The Japanese style of management however, has a rather contrast go about. Japan companies (or Japanese style companies) has a more intuitive approach to management. Most of the employees have undefined roles and they are most likely to be assigned as teams to work together for group goals. Decisions do not come from a single person, but rather as a collective exploit involving many voices. However, when it comes to managing overseas, Japan companies s eem to be more centralized that US corporations.For instance, if a Japanese company has an connect in US soil, their necessities localize on detailed communication across the Pacific. Generally, such communication is predominate by Japanese employees, excluding many of the American employees from the managerial process. Furthermore, the US affiliate will most likely belittle in its ability to act independently. These issues created significant concern for American employees working for Japanese companies.IV. 2 strategic PlanningIn strategic planning, Japanese companies seem to have a considerably different approach to Americans.For instance, while formulating a strategy, Americans are more-top-driven in their approach. They prefer to physique changes and speed up evolution. This is in contrast with the Japanese who prefer to bring home the bacon things to evolve from the bottom (Fiedler, 1965). American business people tend to narrow down strategies quickly, sometimes without taking account of several issues and factors. They generally prefer to dangle more time correcting the strategy in the implementation acquaint. The Japanese, on the other hand, tends to hold more careful discussion of what might go unseasonable and find their solutions.It is not until an all round agreement is achieved would the strategy be implemented. Many believe that the Japanese take more time to course a plan and that is simply unacceptable. On the other hand, there are those who believed that the Japanese way is better, because they do not force the process. They al natural depression everything to be in place, and when it does, they implement it quickly. Another argument in awe of the Japanese business culture is the fact that most Japanese managers prefer to date into the roots of the problem before making decisions, judgments and strategies.The American straightforward approach often result casualties of innocent workers being fired because management cannot see the root of the problem. This judgmental behavior is efficient, but not effective. Decisions are delivered in faster amount of time but less accuracy and judiciousness of analysis. Japanese managers prefer to solve the problem first before flavour for someone to blame. This culture evolves in a manner that allows employees to feel dishearten even before they were even accused of misconduct. Mutual understanding and cargo to bodily goal is what fueled the Japanese strategy-machine to work.IV. 3 Employment and strength ManagementIn terms of employment, many writers indicated that Japan companies have distinctly crotchety formation of lifetime employment. Japanese companies are given credit by many for their ability in fostering loyalty and encouragement of their employees. Nevertheless, this is domestic in nature, and the system generally turns weak, once the companies enter international realm. Most of the red-brick nations found the Japanese employment system demands things tha t little (except Japanese people) would tolerate.Analysts indicated that these demands come from the want of external labor market. There is not much resource for Japanese labor and employees in terms of employment. Thus, they tend to go along with every terms of the company, once they have signed their contracts (Hersey, 1972). In foreign lands, Japanese companies who find that their system of employment is large unacceptable by non-Japanese, generally come up with an unfortunate solution. They would decide that the non-Japanese is to be hired under separate employment categories with little advancement opportunity or job security.IV. 4 Thickness of CultureOpening to new culture has been recognized as one of the popular traits of American business style. Corporations generally have a strong statement of their culture, but with a sense of flexibility and bareness for new people and subsidiaries. Many writers consider this as advancement over other developing business cultures m ore or less the world. The Japanese on the other hand, develop a very thick sense of corporate culture in each of their working generations. This strong sense of culture evolves from the fact that most Japanese employees work together for as long as a lifetime.Even a Japanese new entry would have difficulties in tuning-in to the corporate culture if they join in mid-career. Because of this tendency to form a strong bond among Japanese employees, Americans working within these companies generally commence numerous frictions and frustrations because they fail to understand the ongoing culture in the company (Kopp, n. d).V. Personal Leadership StylesV. 1 Types of LeadershipWithin this chapter, I will elaborate several founts of leadership styles. Within each style there is an assessment of how Americans or Japanese favor the style. The types of leadership are ? Directive LeadershipCompanies whose managers are given up to stress direction to subordinates are those of the directive le adership style. This style became known in the United States, but it is now declining in frequency. Many tell that this style is currently most dominant is Asian countries. However, the Japanese seemed to be excluded in this particular category.Participative LeadershipThis style pursues close teamwork as a bridle-path to success. The Japanese are the symbol of this particular leadership style. Americans very seldom practice this type of leadership.Empowering LeadershipThis type of leadership is a brand new trend in America.It stresses on delegating responsibilities to subordinates and retain their passion in doing the best for the company. American Giants today are proclaiming themselves to be practicing this type of leadership. However, many Japanese multinationals (like Sony Corp. ) have this type of leadership style within their corporate philosophy. ? Charismatic Leadership Many CEO of multinationals have what is called human magnetism. It is the ability to gain trust from ot hers to do what is needed for the company. These leaders usually survive within national boundaries. Their charismatic power seldom breaks through the limits of their culture.This type of leadership was dominated by Americans however, their numbers are significantly trim down by as many of US companies go global. More of them make up within the Japanese local culture now. (Cotter, 2001)V. 2 Family Succession LeadershipAccording to HBS (Harvard trade School) professor, D. Quinn Mills (2005), Japanese and other Asian companies are noted to pass down their line of leadership to family members. This is similar to the conduct of some of the largest American companies. However, it is more popular in American business culture that firms are run by professional managers and replaced by another professional manager.In American business culture, better companies generally have advance programs for developing executives within the firm. The next CEO will be chosen among them. There are als o American companies who hire external CEOs without any familiarities of the company. This behavior is generally derived from the need to excel in growth or recovery. Despite the fact that several Japanese companies exceeded the Americans in terms of efficiency and profitability, many scholars still believe that the Japanese business style is only a stage of development which will finally lead to the American business style.These scholars argued utilize the leadership successiveness styles. They mentioned that the family succession culture was once a frequent practice among US companies. However, it was then replaced by the professional management succession line which is considered the latest piece of the evolutionary line. These scholars mentioned that it is possible that Asian firms will follow this evolutionary path in the future.V. 3 Political ConnectionsIn Japan and other Asian countries, it is more apparent that the success of a company depends to the intensity of its rela tions to political and social leaders of the environment.Japan and other Asian countries have developed a belief that connections to important people are crucial for the survival of their business. Quite contrast, the CEOs in America often have no direct connections to top politicians. The government only has authority at an arms length and business affairs are through by business people. Nevertheless, this does not include exceptions where older and the right way American companies take advantage of their political connections to enhance their success. The percentage of these companies is very low compared with Asian companies (Kopp, n. d).VI. Communication PatternsJapanese and Americans share some of their traits in terms of communication. twain of them are superpowers who held high their own culture. Americans and Japanese are known for their lose of knowledge over other languages. Few Americans speak and read foreign language enough to do business with people who do not under stand English very well. Similarly, Japanese businessmen tend to be uncomfortable in detailed business discussion using English and English-language documents. Some other traits they share are their lack of experience in dealing with foreign people.Most of them lack the skills necessary to overcome cross-cultural challenges (Kenna & Sondra, 1994). Japanese and American communication also has significant differences in their communication patterns. American business people tend to be more direct capable and values discussion. The Japanese style is on the other hand, more unsung and roundabout. Much of the meaning is stated in nonverbal cues and subtle nuances of toning and wording. Different from Americans who viewed debate and challenging discussion as a positive trait, the Japanese tend to avoid them and viewed them negatively (Kenna & Sondra, 1994).VII ConclusionThe comparative analysis points out to several conclusions. The Japanese business culture is apparently very strong a round its people. However, when their business expands to foreign lands, the power of their culture is either reduced, causing the anomic of certain competitive advantages, or tightened, causing lack of collaboration to the ring environment. One of the reasons of Japanese rapid expansion into the international world is its unique managerial style. Successful Japanese companies have the ability to generate powerful motivation among its employees, thus, increasing corporate profitability, creativity and quality management.In this respect, the Japanese business culture has a significant advantage compare to the American business culture. The American seems to have superior business philosophy compare to the Japanese. Its open communication pattern and the lack of need for political connections and family ties provide high level of flexibility which supported expansion and business evolution. However, the quick decision making processes, the top-down evolution methods, and the impers onal relationship of its employees created a lack of strength in American managerial structure.Because of these, there are more strategies in the American culture that do not reach their goals, and more employees become left behind by the quick evolutionary stages. In this respect, the Japanese culture also presents a favorable behavior for business evolvement. As a final conclusion, despite the fact that each business culture has their own strengths and weaknesses, this paper reveals a strong agreement that Japanese business culture has a significant advantage over the American business culture.A further study however, needed to be done over each and every aspects mentioned above in order to provide a more detailed explanation of how each culture excels or diminish within those respects.BibliographyCotter, Colleen. 2001. Lonely Planet regular army Phrasebook Understanding Americans and Their Culture Engel, Dean. 2000.Passport USA Your Pocket Guide to American Business, Customs & E tiquette Fiedler, Fred E. 1965.Engineer the Job to Fit the Manager. Harvard Business Review. Vol. 43 Hersey, Paul. Blanchard, Kenneth H. 1972.Management of Organization Behavior. New Jersey Prentic- Hall Inc. Kenna, Peggy. Sondra, Lacy. 1994.Business Japan A Practical Guide to Understanding Japanese Business Culture. McGraw-Hill Kopp, Rochelle. N. d. The Rice musical theme Ceiling. ISBN 1-880656-51-5. Stone Bridge Press. Mills, D. Quinn. Asian and American Leadership Styles How be They Unique? . Harvard Business School. Retrieved June 2, 2006.Available at http//hbswk. hbs. edu/item. jhtml? id=4869&t=leadership Palmeri, Christopher. 2004.Is Japanese Style Taking Over the World? . Business Week Online. Retrieved June 2, 2006. Available at http//www. businessweek. com/magazine/content/04_30/b3893091. htm,