Copyright © 2007 Keio University
Management in Japan –The kaisha in the 21st Century
Dr. Parissa HaghirianFaculty of Liberal Arts
Sophia University, Tokyo
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Lecturer
Dr. Parissa Haghirian
Lecturer in International Management Faculty of Liberal ArtsSophia University,Yotsuya Campus, Bldg. 10, Room 535Office Hours: Tuesday 2 pm to 4 pm
E-mail: [email protected]: [email protected]
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The course aims to:• review existing literature and theory in the field of
Japanese management, Japanese business culture and comparative management
• provide an overview on the modern Japanese business environment
• explain the most important social concepts in Japanese society and their relevance for Japanese management and Japanese business culture
• discuss the most prominent aspects of Japanese management, such as production management, distribution and management activities within a Japanese corporation
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Course Assessment
10%Participation
10%Attendance
30%Report
20%Home Assignments
30%Exam
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Overview1. Course Coordination, Management and Culture (Asian and Western
Management Styles)2. Social Concepts in Japan (Collectivism, harmony, hierarchy,
achievement orientation) 3. Historical Development of Japanese Management4. Industry Structure in Japan and the Japanese market5. Production management in Japan6. Human Resource Management in Japan7. Japanese Distribution Systems8. Knowledge Management in Japan9. Strategy Formulation in the Japanese Firm10. Decision Making and Negotiation Styles in Japan11. Structural Changes in Japanese Business – The Nissan-Renault
Case12. New Japanese Management Styles 13. The Future of Japanese Management
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Report Topics1. Recent Trends in Japanese Consumer Behavior2. Changes in Japanese Distribution Systems3. Japanese Silver Market – Is Japan's Aging Population
becoming the most important consumer group in the future?
4. Changes in Human Resource Management Practices in Japan
5. Competing against China – Challenges and Opportunities
6. Is Japanese management really better? 7. Entrepreneurship in Japan8. Preparing the Japanese workforce for a future in
international management9. Can Japanese management be exported to the West?10. Foreign investment in Japan
Copyright © 2007 Keio University
Management and Culture(Asian and Western Management
Styles)Class 1
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Quote of the Day
“Japan is back - again –and that`s the whole point.“
Mark B. Fuller and John C. Beck
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This Lecture• Management and Culture
– How are culture and management related?– Why do we need to learn about it?
• Culture Classifications– Kluckhohn and Strodtbeck– Hall– Hofstede– Trompenaars
• How does culture affect management?– Work behavior across countries– Organizational culture and national culture– Are organizations becoming more similar?
• Management in East and West
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Culture ….?
• What is culture?• What is your/my/our culture?• How can we define culture?• Can we grasp culture as scientists?• Why do cultural differences affect
organizations and their members?
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What is Culture?
• Something shared by all or almost all members of a social group
• Something older members of a group tryto pass on to younger members
• Something (as in the case of morals, laws, and customs) that shapes behavior, or…structures one`s perception of the world(Adler 2002, p.16)
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Culture
Attitudes
ValuesBehavior
When Does CultureBecome Evident?
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• Values– Values reflect general beliefs that either define what
is right and wrong or specify general preferences. • Attitudes
– Express values and dispose a person to act or reactin a certain way towards something. Attitudes arepresent in the relationship between a person and some kind of object.
• Behavior– Any form of human action.
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How Do Cultural DifferencesAffect Organizations?
• Culture shapes people`s behaviorincluding at the workplace (Adler)
Manager‘s Values, Beliefs and Attributes
Manager‘s Behavior
Employees‘/ Subordinates‘ Behavior
Reinforcement
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How Do Cultural DifferencesAffect Organizations? (Adler)
Manager‘s Belief: Employees can‘t be trusted
Manager‘s Behavior: Install tight control systems
Employees‘ Behavior: Act as “Irresponsible Kids“, seeingwhat they can get away with
Reinforcement
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Kluckhohn and Strodtbeck
• Five Dimensions– Who am I? (How people see themselves)– How do I see the world? (People`s
relationship to the World)– How do I relate to other people? (Human
Relationships: Individualism or Collectivism)– What do I do? (Activity: Doing or Being)– How do I use space and time? (Time: Present,
Past, and Future; Space)
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Hall and Hall`s Dimensions
Dimensions Characteristic
Speed of Messages fast - slow
Structure of Space open - closed
Structure of Time monochron - polychron
Context Orientation low-context - high-context
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LOW CONTEXT HIGH CONTEXT
German
Swiss
Scandinavian
United States
FrenchEnglish
Italian
Spanish
GreekArab
Chinese
Japa
nese
Hall and Hall`s Concept of High-Context and Low-Context
Source: Hall and Hall (1990)
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Monochronic vs. Polychronic(Hall and Hall)
•Polychronic•Does many things at once•Considers time commitments to be flexible and low priority•Is committed to people and relationships•Is easily distracted•Bases promptness on relationships•Tends to form lifelongrelationships•Is high context and already has infomation•Changes plans often
•Monochronic•Does one thing at a time•Makes commitments(deadlines)•Is committed to job•Concentrates on job•Emphasizes promptness•Is accustomed to short-termrelationships•Is low context and needsinformation•Adheres to plan
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Hofstede`s Dimensions
Uncertainty ToleranceUncertainty AvoidanceUncertainty
Short-Term OrientationLong-Term OrientationTime
FemininityMasculinityGender
Low Power DistanceHigh Power DistancePower
CollectivismIndividualismIdentity
The Other ExtremeOne ExtremeCulture Dimension
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Trompenaars
• 7 Relationship Orienations– Universalism vs. Particularism– Individualism vs. Communitarism– Neutral Culture vs. Affective Culture– Specific Culture vs. Diffuse Culture– Achievement Culture vs. Ascription Culture– Sequential Time Orientation vs. Synchronic Time
Orientation– Inner-directed Culture vs. Outer-directed Culture
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Asian and Westen Management Styles
Western Management Eastern Management Hierarchical, egalitarian command, segmented concern
Free-form command, roles loosely defined, holistic concern
Professional managers, position related to function
Social leaders often with high sounding titles for low ranking jobs
Particularism, specialized career path possibly with rapid evaluation and promotion, individually oriented
Non-specialized career paths, slow evaluation, regimented promotion, socially oriented
Decentralization of power Centralization of power Mobility Stability Diversity Unity Direct approach Indirect approach Systematic analysis, standardization, categorization, classification, conceptualization, precision
Ambiguity, reaction, adaptation
Long-term set planning Often lack of formal set planning, high flexibility in adjustment
Explicit control mechanisms Implicit control mechanisms Organizations and systems adapt for change
Leaders/managers adapt to change