TitleMASLOW'S NEED HIERARCHY THEORY APPLIED TOCULTURAL CONFLICT OF JAPANESE MANAGERS INTHE UNITED STATES

Author(s) Uza, Tokuyu

Citation 沖縄短大論叢 = OKINAWA TANDAI RONSO, 9(1): 61-75

Issue Date 1995-03-01

URL http://hdl.handle.net/20.500.12001/10665

Rights 沖縄大学短期大学部

MASLOW'S NEED HIERARCHY THEORY

APPLIED TO CULTURAL CONFLICT OF

JAPANESE MANAGERS IN THE UNITED STATES

Tokuyu Uza

CONTENTS

INTRODUCTION

I • A DESCRIPTION OF THE PROBLEM

II. ANALYSIS AND SOLUTION OF THE PROBLEM

a. Maslow's Need Hierarchy Theory

b. Lack of Knowledge About American Culture

c. Prepare Their Children for the Arduous Entrance

Examinations at Japanese Universities

d. Responsibility as a Japanese Father

e. Keep Contact With Former boss in Japan

III. CONCLUSION

REFERENCES

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INTRODUCTION

Every country has its own cultural differences. To understand this

difference in culture is a puzzlement and frustration to people when and if

they do not know how to manage the situation.

To live in a different culture productively is like going through a maze

without going back and forth. It may take time to find out which way is

closer and easier, but once one finds on easy path, understands the rules,

directions, and angles to get though the maze one will develop a thorough

understanding of the maze. There are many things one ought to know when

living in a foreign country. In this paper, we shall analyze Maslow's Need

Hierarchy Theroy and applied to cultural conflicts of Japanese managers in

the United States.

I. A Description of the Problem

Japanese executives who live in the United States love America's less

expensive food, big houses, and great golf courses. Nevertheless, among

those Japanese executives there are shadows following them. They have to

adjust to different cultural behavior and pay a stiff price when they return

home to Japan. The problem is caused by their fear of returning to Japan

and an uncertainty of fitting back into the society. The Japanese executives

must learn to adjust to American cultural behavior whether they live in

New York City, Atlanta, or Washington Court House, Ohio (pop. 12,700).

More important, and more defficult, perhaps, they must preserve their

Japanese character in order to fit back into Japan's homogeneous society.

They also worry about not only themselves but also their children's educa­

tion and their children's ability to compete in Japan's school system. This

worry overshadows Japanese in the U.S. This apprehension isolates them

from Americans. It sometimes diminishes their performance as managers

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MASLOW'S NEED HIERARCHY THEORY APPLIED TO CULTURAL CONFLICT OF JAPANESE MANAGERS IN THE UNITED STATES

and it produces huge changes in their family lives. If these managers

continue to think and act according to the terms of Japanese logic, they will

not be able to perform efficiently in an American business setting. When

Japanese bosses go off to restaurants or bars with their intentions to talk

over the day's events, share gossip from Tokyo, and develop a team spirit,

few Americans join in. "The Americans would rather be home with their

wives and kids," says an American who works at Japanese company in New

Jersey. "But important business is done at these get-togethers. Consensus

is built and subtle information is exchanged. At the staff meeting the next

day, the Japanese managers might unwittingly raise a point that was

discussed the night before, then criticize the Americans for not being aware

of what's going on" (O'Reilly Brian. "Fortune Magazine," p.245-264).

II. Analysis and Solution of the Problem

In this case, the problem is Japanese excutives who practiced the

Japanese way of business in a different cultural context. Which was caused

by their lack of knowledge of the United States' culture and motivaton.

The problem cannot be solved just by acculturating the Japanese executiv,

because there is more than just a lack of knowledge and motivation. There

is the fear of security. This fear of security is not merely being secure in

the United States, it is the security of whether they will be accepted by their

peers when they return to Japan.

Unconsciously, this fear is their primary concern rather than their

business in the United States. Consequently, a lot of Japanese executives

are focusing on the cycle of migration and preparing for their return. When

they focus on the cycle of migration they can minimize the change within

themselves. Other possible problems are: being dogmatic toward the work

system; the language barrier; worry about an education good enough to

prepare their children for the competitive entrance examinations at

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Japanese high school or universities; their responsibility as a Japanese

father; and the obligation of informing their current or former boss.

a. Maslow's Need Hierarchy Theory

Maslow describes a hierarchy of needs (1968), meaning that each

individual has their own range of needs from low-level to hight-level desires.

The most fundamental need was described as physiological, for example,

the need for daily food and water. The second, most basic level is the need

for protection from bodily harm. At the third level, Maslow describes the

need for belonging, friendship, and affection in social context. And at the

fourth level, he outlines the need for positive evaluation of both one's self

and others. Finally at the top of Maslow's hierarchy was the need to be

self-actualized. Unconsciously, most people use Maslow's hierarchy as part

of their every-day conversation, describing themselves in terms of their need

for lunch all the way to their need for self-actualization.

The conflict within the Japanese executives can be perceived by

Maslow's Need Hierarchy Theory. Maslow's Need Hierarchy Theory is the

basic idea that, "people have certain fundamental needs and that people are

motivated to engage in behavior that will lead to the satisfaction of those

needs" (Arnold and Feldman. p.52). In relations to the Japanese executives'

case, their primary need is to keep their Japanese character in order to fit

back into Japan's homogeneous society when they return to Japan. The

Japanese executives' needs are not materialistic needs but mean tal and

psychological enhancement needs to feel confident that they will be

accepted when they return to their home country. According to Cummings,

Long, and Lewis (1987)," ... what is important here is that these needs are

internal, mental states, and they are motivating (see Figure 1), making

motivation function of the individual's achievement or satisfaction of those

needs." Furthermore, they said "One person, motivated by different needs

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~IASLOW'S NEED HIERARCHY THEORY APPLIED TO CULTURAL CO~FLICT OF JAPANESE MANAGERS li\ THE UNITED STATES

from others, would communicate different from others because of the

differences in motivational patterns" (p.228).

Figure 1

Maslow's hierarchy of needs

;S~ ACTUALIZATION

(A chievi~g one's full ~otential) j' NEED FOR \

ESTEEM AND SELF-ESTEEM I \

(Respect from self and others)

!' SOCIAL NEEDS '\ (Belongingness, friendship, and affection)

NEED FOR SAFETY (Security, protection from physical harm)

PHYSIOLOGICAL NEEDS (Surivival, hunger, thirst, sex)

Japanese executives' "physiological needs" are met more than enough.

However, their "need for safety" which are physical and psychological

safety from external threats to their well-being are not meL Japanese

executives have to live with the constant fear that they must not lose their

Japanese character and they are losing their Japanese identity. This

concern will imperil their freedom of leving and limit their behavior.

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Japanese executives' "social needs" for the company and

companionship of other people and their need for a sense of personal

belongingness are lacking, because while they are in the United States, their

coworkers in Japan are meeting with their boss informally in daily social

gatherings. Important personal and business relations develop between

worker and boss at these social gatherings. The Japanese executive in the

United States is losing an opportunity to develop these important relations

which may ultimately affect his own career. According to a former Mitsui

executive, their sense of self-esteem and a feeling of self-worth are also

lacking. He expresses the reasons as follow:

Twenty years ago, when Japan was desperately trying to

assert itself in world markets, only the most promising

businessmen went overseas. To be selected was a high honor.

These days, when most executives can afford to travel for

pleasure and even average salarymen get sent abroad to work,

an overseas assignment is viewed much defferently. 'Now all

I hear is what a disruption it is to come here,' says Simon

Shima, a Japanese-born executive at Coldwell Banker in Los

Angeles. Few Japanese turn down a request to relocate

abroad, fearing with justification, that to do so could hurt their

careers. (O'Reilly; p.246)

Because of the reasons noted above, those Japanese executives who are now

sent to the United States in comparison to the past are uncertain whether

they were selected because of outstanding or average performance. This

kind of anxiety will lead them to have low self-esteem.

"Self-actualization needs" is the highest level in the Maslow's hierarchy

and comprises needs for personal growth, for the fulfillment associated with

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MASLOW'S liEED HIERARCHY THEORY APPLIED TO CULTURAL CONFLICT OF JAPANESE MANAGERS IN THE UNITED STATES

the realization of all of one's capabilities. According to the principles

introduced by Maslow's theory, the Japanese executives cannot fulfill their

need for growth since they must first fulfill self-esteem, belongingness, and

safety needs.

In order for Japanese executives in the United States to have self­

actualization, they need to build a bridge from physiological needs to

self-actualization. Those bridges can be made out of three factors: safety

needs, belongingness/social needs, and self-esteem needs. Among these

three factors, the most important thing is self-esteem needs, because when

and if one could give his colleague high self-esteem, his belongingness and

safety will just follow. When self-esteem goes up that means he knows he

is a part of the company and he will feel comfortable when he returns to

Japan. Consequently, he will perform well on his project in the United

States. If his colleagues continue to accept him and not develop any

prejudice because he is in a foreign country, no problems will arise in terms

of anxiety. In order to establish close rapport with one's employees and

colleagues, the boss in Japan should encourage him in a positive manner

rather than a negative manner. The boss must provide time for them to talk

about what is going on in the United States, which means an open channel

of communication must be available. This is an important elements of a

team building strategy. Andrews and Baird said:

Listening is difficult. It takes time and energy and a real

desire to hear what the other person is trying say, whether or

not that person is a skilled communicator and whether or not

we like what we are hearing (p.44).

Therefore, the boss in Japan should encourage others to express views that

differ from his or her own so that people will feel involved in the project.

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They will feel important and their self-esteem will improve.

b. Lack of Knowledge About American Culture

It is extremely important to educate not only Japanese executives but

also their family before they go to the United States, especially about the

culture of a target country and the basic conversations for emergencies or

telephone usage. When people go to the United States wihtout knowing

English language and live there for three months, usually will be able to

communicate their needs to others. The wife of a Japanese executive went

to the United States unprepared and subsequently the following incident

occurred:

A wife of a Japanese trade official arrived from Tokyo to her

new home in Pasadena. She was alone the next evening when

people in grotesque clothes and face paint began ringing her

doorbell. Frightend and unable to speak English, she slammed

the door, but the ringing kept up for most of the evening. The

Japanese do not celebrate Halloween (O'Reilly; p.246).

The wife's lack of knowledge about basic American culture eventually

created this horrific incident. Although each culture has its own unusual

customs, cultures are not either right or wrong, nor better or worse, they are

just defferent from each culture. Every nationality thinks its culture is the

best and the people tend to be ethnocentric. Cultures are complex and

create a confusion of behaviors, but there are patterns, and one can begin

to understand them by considering the different history, customs, and

religions of the cultures of the world. There are ten ways to prepare for the

overseas assignment according to Copeland and Griggs;

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MASLOW'S NEED HIERARCHY THEORY APPLIED TO CULTURAL CONFLICT OF JAPANESE MANAGERS IN THE UNITED STATES

1. Read and learn about the culture.

2. Learn the language.

3. Study maps.

4. Practice the currency.

5. Learn measurements.

6. Meet someone from the country.

7. Talk to someone who has been there.

8. Prepare as a family.

9. Arrange good-byes.

10. Take what you need to make a home.

(Copeland and Griggs, p.207).

Before leaving Japan, they should have known at least those ten listed on

the above plus local rituals, events, non-verbal cues, value system, and other

activities or rules which are different from Japanese. Otherwise, they may

experience extreme culture shock.

It is important to know that the processes of communication remain the

same across cultures; the differences are context of the communication.

c. Prepare Their Children for the Arduous Entrance Examinations at

Japanese Universities

The parents who have children in a middle school or in a high school

are worried about their children's entrance examinations for a high school

or university in Japan. In Japan, children study most of their childhood in

order to enter a reputable university so that they will have a promising

future. When and if they cannot enter one of the famous universities

sometimes they are considered as a failure and they have not only embarras­

sed themselves but also they have embarrassed their family. Therefore, the

parents will make sure that their children are getting a proper and adequate

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education to pass the Japanese high school or university's entrance exami­

nations. The parents will do whatever is best for their children, but they do

not know how to give a good education to their children in the United

States. There is no intensive academic atmosphere in the United States so

their children will not be motevated to study, and it is difficult to get current

information about the entrance examinations in Japan. Parents get frus­

trated about their children's future and it will cause friction in their family.

Some Japanese families in the United States are forbidden to speak English

at home in order to keep their children's Japanese language skills sharp.

When something is prohibited even though it is not bad it will lead to

frustration and those who are trying to enforce the rule will be aggressive.

Consequently, a family conflict will develop. A Japanese executive said;

'If children stay too long in the United States, 'he says,' even at

home they start speking English with their brothers and sister.'

He fears he will have to send his wife and children back to

Japan before it is too late (O'Reilly; p.258).

When and if he sends his family back to Japan, all the problems will be

solved in the United States, but again he needs to worry about the family in

Japan. When a person is in multiple crisis at the same time, probably a

monochronic person will panic more than a polychronic person. Therefore,

it is better to notify them that there are several methods of solving

problems, and ways of approaching them. The individual should use the

method which they feel comfortable with in managing their crisis.

When and if they are worried about their children entering a well

known university in Japan. they should consider leaving their children in

Japan. If they are old enough to take the university entrance examinations,

they should be old enough to be independent emotionally and physically.

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MASLOW'S NEED HIERARCHY THEORY APPLIED TO CULTURAL CONFLICT OF JAPANESE MANAGERS IN THE UNITED STATES

Furthermore, if their children were looking forward to getting into a

famous university they are usually outstanding students both in an

academic sense and in a mature sense, so their parents do not have to worry

about any behavioral problems. From another perspective, they should

consider entering into a reputable American university instead of a

Japanese university. Parents need to understand that there are several

options for their children. They need to think synergistically in order to

overcome the variety of problems that may arise in the United States. The

company needs to consider the individual's family in the selection process in

order to reduce conflict and increase performance of its worker in the

United States.

d. Responsibility as a Japanese Father

Japanese focus on the father as the most important role in the Japanese

family. It is his responsibility for his children's behavior so again he needs

to make sure his children are learning high morals; especially his daughters.

Most Japanese parents are content to see their daughters become good

housewives; they are under less pressure to be admitted to a respectable

university. But they, too, pay a price for living in the United States. "A

thoroughly Westernized daughter may have trouble attracting a Japanese

husband" (O'Reilly, p.258). Therefore, Japanese executives also need to

worry about how their daughters will grow up and behave and they need to

teach their daughters Japanese concepts and behaviors while living in

America. Subsequently, it may be difficult for the father to influence their

daughter's behavioral development since the people around them are mostly

Americans and they behave differently from Japanese. It is difficult to tell

one's children how to behave while they are in an environment that exhibits

different behavior. The best way to keep their daughters or sons from being

"Westernized" is to have them study some form of strict Japanese art, for

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instance, Aikido, Karate, Kenndo, Judo, Kado (flower arrangement), Sado

(tea ceremony), Shodo(Japanese calligraphy), and other Japanese arts that

will teach true Japanese philosophy and discipline. They need to search

diligently for a good Master because it is difficult to find a good Master

with true Japanese philosophy and discipline. If they do not find the right

instructor it will simply be "Westernized" Japanese arts.

e. Keep Contact With Former Boss in Japan

Japanese executives who go to the United States will usually stay there

for four years straight until they are able to return to Japan. Four years is

a very long period of time to keep in touch with friends or former boss with

letters or on the telephone. As a result, their contact will get less and less

every year. Than a fear of belongingness will develop. They begin to worry

about the decline in personal and social development with the boss due to

years of isolation and its eventual impact on their career. The Japanese

executives will feel like they were rejected already before they go back to

Japan, even though it may not be true. "Many returning Japanese feel as

if they are being ostracized. Japan is such a homogeneous society that it

rejects anyone out of the ordinary" (O'Reilly, p.254). Therefore, Japanese

executives in the United States cannot write a letter nor call the former

boss so often because to write a letter or call him on the phone creates a

subconscious reinforcement that this individual is from an out-group. The

best way to keep contact with their former boss is to invite him to the

United States for a pleasure trip or to show him what they are doing in the

United States. It is obvious that if a person were invited overseas to do

anything for a very short period it would give a good impression to others

in Japan. The boss that visits the United States will undoubtedly talk about

Japanese executive in America to his subordinates and other bosses in

Japan. Japanese executives should invite their bosss from Japan for a visit

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MASLOW'S NEED HIERARCHY THEORY APPLIED TO CULTURAL CONFLICT OF JAPAfiESE ~IANAGERS lfi THE UNITED STATES

to the United States at least every other year. These invitaions will build

trust and rapport between the former boss and the Japanese executives in

the United States. The main point is to keep the boss or former boss'

attention as much as one can and let them know and show them what you

can do and your plans for the future. Japanese executives in America

should be periodically informed about the progress and plans of the com­

pany in Japan.

III. Conclusion

The problem of the Japanese executives in the United States is caused

by the fear that they will not be accepted by the people back home when

they return to Japan. This may unconsciously affect their performance as

managers in the United States. They need some kind of constant positive

response from Japan so that they will feel secure and have a sense of

belongingness to other Japanese in Japan. They need to have a basic

understanding of American culture and the English language. The lack of

preparation will cause culture shock and other emotional problems. Worry

about an adequate education for their children is another serious problem.

There are several alternatives for them. They may enter one of the well

known universities in the United States, or leave the children in Japan if

they are old enough. Responsibility as a Japanese father is a serious

concern. They must maintain contact with their own or former bosses.

They must be creative in order to maintain the relationship with the bosses

in Japan. It is important to keep the boss' interest in them.

It is extremely important for the company to choose individuals that

will be able to adapt to environmental cultural variations. The individual

should be truly interested in relocating, be fluent in the target language and

have the ability to perform adequately in a company in America.

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