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: p-haghir@sophia.ac.jpMobile: parissachan@docomo.ne.jp

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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