...Cultural Evaluation Paper June 7, 2014 Business Communications and Critical Thinking Kris Dunn Abstract This paper will discuss identify the ways that arguments or a presentation of the arguments would need to be changed as the result of cultural differences in Japan. Cultural Evaluation Paper Having a good understanding of a particular culture before beginning an argument or a presentation is crucial. One should take the time to learn about the audience’s culture as well as the way that certain things, such as humor, can be perceived as offensive. Failing to do these simple tasks can result in a failed argument or presentation. In the case of the Japanese, it is important to understand and educate oneself in their strict customs. The better prepared one is the more likely their message will be received as intended. One of the most important things to know prior to meeting with someone from Japan is their traditional greeting technique. It is customary in Japan for someone who is of lower seniority to bow to their superior first. This is considered much more important than a handshake and is a sign of respect. Similarly, when gathering for a casual meeting, one should never introduce themselves. It is customary in Japan for the host to introduce their guests. In order to ensure that a good first impression is made, it is critical that one remember these points. According to the cultural training firm Roland & Associates, there are...
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...Cultural Evaluation Paper James Stein XBCOM/275 February 1, 2015 University of Phoenix Cultural Evaluation Paper The country I have picked is Japan. I picked this because I think Japan is one of the biggest and common company does deal with in the business world. Over the years working in company’s the United States have been modeling business plans after Japanize companies. So with this in mind I thought I could see why. In the United States a company will sit down and discuss a plan and make a decision quickly. During this time the company will unfortunately make errors in the decisions and this will not stop the process they will continue forward. In Japan the process is a little slower. The company will first discuss the idea then come to a solution then appoint a committee to oversee the process. The process needs to have continuous paper work and documentation so nothing is missed. So you can see in United States we are “cowboys” we will quickly try to fix in and then think about it later. In the country of Japan they do the opposite they think first then act. In the United States company’s mostly operate with the employees are individuals and have self-goal to achieve. In Japan companies have individual goals but your goals reflect your whole group or business unit. In Japan if one fails everyone fails. I found this interesting. Currently working for the company I currently do we have 3 women from japan. I always wondered how they can work 7 days...
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...In 1859, The United States-Japan Treaty of Amity and Commerce came into effect (Dower 3), ending Japan’s long period of isolationism and bringing not only commercial exchanges in boomtowns like Yokohama but also cultural exchanges that would spark an artistic movement. The opening of the ports in Japan was a result of external pressures from other nations, including the United States’ president at the time, Millard Fillmore, and the Unites States Navy Commodore Matthew Perry. Upon doing so, the West was exposed to the beauty of the art of the Japanese ukiyo-e. The ukiyo-e became influential to the Impressionist movement in Europe which inherited several of its key components from the Japanese artists. To determine the extent of the importance...
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...Cultural Evaluation: Japan Cultural Evaluation: Japan There is a substantial difference between American and Japanese cultures. Both countries like any other countries in the world have their own rituals, culture, values that they follow with pride. In order to carry out successful business conversation, presentation or interaction of any kind, it is imperative to understand each other’s culture and follow certain guidelines to be successful. Care must be taken to ensure that for the sake of both parties involved, all types of confrontations must be avoided at all costs to safeguard the foundation of a successful and meaningful business relationship. (LeBaron, 2003) Any American or executive wishing to conduct business with any corporation in a foreign country must first try to form an understanding of the cultural aspects of the country. This statement becomes more critical with Japan because of the significant difference in what is considered acceptable behavior in the country compared to America. Japanese culture is based on the concept of honor and it is considered extremely important to give due respect to everyone despite the fact you may or may not agree with their thoughts. It is considered impolite in Japanese culture reject someone’s ideas out right since this would embarrass the person who proposed the idea. Observing all the common protocols serves as a demonstration of sign of respect for Japanese culture and is highly recommended for anyone wanting to do business...
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...Cultural Evaluation Paper XBCOM/275 12/6/13 Rene Cintron Cultural is the characteristics of a particular group of people. The group of people can be defined by language, religion, cuisine, or social habits. The cultural in the US is called the western culture and was heavily influenced by European immigration. This culture’s roots come from the classical period of the Greco-Roman era and the rise of Christianity. The culture in Japan is called the eastern culture. The eastern culture and the western culture were both heavily influenced by religion during its early development. The culture in Japan has not changed much since its development in 660 BC. Japanese people are still extremely protective of their culture and their society. “One good way to make yourself unpopular in Japan is to quote studies that indicate the Japanese are descendants from immigrants from mainland Asia” (Morrison & Conway, 2006, p. 280). In Japan their government is a parliamentary democracy under a constitution monarch. This means that there is an emperor who rules the country. The current emperor of Japan is Akihito. Akihito has been on the throne since 1989. Akihito is extremely respected because in Japan people respect their elders to the highest degree. Therefore younger members of a team should remain quite during meetings. Younger members of the team are on the team to go out to social events at night and build relationships with other younger members of the opposite team. During...
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...Cultural Evaluation Learning Team A: Janice Davis, Kim Skeete, Lakeesha Morgan, Lanasha Wilkins, Charles Williams Professor: Mr. Shivers The University of Phoenix Cultural Evaluation Social evaluation in which you identify the ways that arguments or presentation of the arguments would need to be changed as the result of cultural differences in the country of Japan. Language is a process of free creation; its laws and principles are fixed, but the manner in which the principles of generation are used is free and infinitely varied. Even the interpretation and use of words involves a process of free creation. ‘Noam Chomsky.' Self-expression should be done in an artistic way for the fulfillment of communication. Japanese business persons come up with resolutions based on the social value of Group frontage. Conclusions tend to be made by group consensus as opposed to Individuality. A foreigner who would desire to venture into business in Japan should not be pretentious as He or she is making advances in establishing a business foundation. Displaying a humanistic culture will be a great principle that will propel the business to greater heights. Strategic measures to observe as a business person for one to hit the expected set mark in the business recognize and apply the following aspects so that your message is communicated virtually, without embarrassing, intimidating, or offending the clients that are within your target. Speech clarity this calls for clear...
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...Resource Management, Vol. 20, No. 7, July 2009, 1503–1520 Workforce motivation in Japan: an examination of gender differences and management perceptions Reginald Worthleya*, Brent MacNabb, Richard Brislina, Kiyohiko Itoa and Elizabeth L. Rosec a University of Hawaii at Manoa, Honolulu, Hawaii, USA; bThe University of Sydney, Sydney, Australia; cHelsinki School of Economics, Helsinki, Finland As Japan enters the new century, pending workforce shortages – a function of low birth rates and an aging population – increase the need to address gender issues in organizations. Throughout the past four decades, the number of female workers in Japan has been growing, although full-time female participation in the Japanese workforce remains below the levels of some other industrialized nations. Despite the growing importance that the Japanese female labor force is expected to play, relatively little is known about women’s attitudes toward work motivation in Japan. Using a twofactor, Herzberg intrinsic/extrinsic approach to motivation, we examine the applicability of such a model in Japan, and compare the attitudes of female and male workers, as well as management and non-management. Our findings include: (1) support for the applicability of a Herzberg, two-factor model in Japan; (2) Japanese men in the workforce tending to value intrinsic motivators more than extrinsic factors; (3) female workers in Japan rating extrinsic factors higher than their male counterparts; and (4) managers’...
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...Culture ASSIGNMENT NO: Individual Report Credit Value: 05 Learning Outcomes: 1.0 Understand how the characteristics of corporate culture affect the achievement of organizational objectives 2.0 Be able to propose organizational values that will influence corporate climate 3.0 Be able to develop strategies to communicate with stakeholders of an organisation who belong to different cultural groups Issue Date: December 6th 2013 Due Date: January 5th 2014 Submission Date: Assessor’s Name: PROGRAMME: Edexcel BTEC Level 7 Professional Diploma in Strategic Management and Leadership UNIT NO/TITLE: Unit 04 / Developing Corporate Culture ASSIGNMENT NO: Individual Report Credit Value: 05 Learning Outcomes: 4.0 Understand how the characteristics of corporate culture affect the achievement of organizational objectives 5.0 Be able to propose organizational values that will influence corporate climate 6.0 Be able to develop strategies to communicate with stakeholders of an organisation who belong to different cultural groups Issue Date: December 6th 2013 Due Date: January 5th 2014 Submission Date: Assessor’s Name: Assessor Comments: Assessor: Signature: Date: ____/____/______ Assessor Comments: Assessor: Signature: Date:...
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...Japanese Cultural Evaluation XBCOM 275 Mr. Abel March 05, 2014 Japan is a country full of cultural differences, some of which are long practiced traditions that affect the business aspects of the country’s economy. Taking the practiced traditions into consideration means that business presentations or arguments must be changed and conveyed accordingly. First we look at some of the culture differences within the country and then we will look at the different ways that presentations or arguments would need to be changed based on those differences. The people of Japan still practice traditions in such a way that may appear unfamiliar to most. Most of the country holds value dimensions, in this order, to be very important to their survival in the country. The first and foremost important aspect of the value of the Japanese is power distance. This is simply a well respected superior who looks out for his company and his employees (Onken, 2014). The second aspect of value in the Japanese culture is uncertainty avoidance. The Japanese people must know what is going to happen next, at all times. There are even specific laws and procedures in place to help keep a sense of nationalism. The country is very important to the people. Thirdly, there is collectivism. The people have a very strong sense of dependence and a very strong sense of belonging to “the organization” (Onken, 2014). According to a Japanese culture website, due to the social pressures and fear of humiliation, most...
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...RMIT International University Vietnam Bachelor of Business (Accountancy) Assignment Cover Page | Subject Code: |ACCT2163 | | | | |Subject Name: |Accounting Theory | | | | |Location & Campus (SGS or HN) where you study: |RMIT Vietnam | |Title of Assignment: |Individual assignment | | | | |Student name: |Pham Thanh Huong | |Student Number: |S3275153 | | | | |Teachers Name: ...
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...Nonverbal Behaviours Cultural Differences in International Business Negotiations Nonverbal Behaviours Cultural Differences in International Business Negotiations Globalization embraces the free-market system which is driven by policies to allow the integration of markets in the global economy. By reducing trade barriers, it has promoted free trade - encouraging competition to spread globally. As a consequence, the global environment of business has become exceedingly challenging as the number of corporations competing in the world marketplace rise. The unprecedented growth of international business has become increasingly dependent on effective face-to-face negotiations between business partners from different countries which often have unique cultural nuances. Culture influences how people think, communicate and behave, which ultimately affects the way they negotiate. For example, many countries which utilize northern European, German, English, and Scandinavian languages are categorized as low context cultures, and rely on spoken words in order to communicate. Conversely, high context cultures, often pertaining to Asian and Arabic languages, are heavily dependent on nonverbal and situational cues. These differences in culture can lead to misunderstandings during international business negotiations, so it is imperative that all members involved are familiar and sensitive to the culture of the other party. A key component of successful international negotiation is...
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...What is goal congruence? It simply means making sure your goals are in harmony with and aligned to what you really want in life. An Important Illustration: Let's say you hate your job so you set a new goal find another job. You're so desperate and emotional to leave your current work situation you focus your goal on what you are feeling in the moment. Your goal: Find a better job, that pays money, with less stress. Maybe you follow the SMART goals formula and add specifics that you can measure, such as you want to find this job within four months and your minimum salary requirement is 10% more than your current job. Let's say four months later you achieve your goals - you have a better paying job and less stress. However, you're still dissatisfied, because the new job is not challenging. Your workday seems extremely long and you're unhappy. When you ensure your goals are aligned with what really want in life then you will be happier in the long run. If you would have taken the time to focus on what you really wanted your job search may have taken you in a new direction. In the end, you'd be doing work you love, with more energy, and interest. You'd feel a sense of accomplishment and be happier. Never underestimate the power of effectively aligning your goal. It's the foundation for really smart goals. Objective: Setting Personal Goals that Will Spark Your Enthusiasm and Lead to Lasting Success You Want to Be With the 3% That Succeed! 97% of people do not know how...
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...Japan, one of the world’s biggest importing garment markets, is a quite attractive destination for every countries operating in this industry. But it is also the most fastidious and heavily defended market in the world. It would be hard to enter Japan gradually, even with the world free trade agreement took effect in 2005, because garment businesses have to meet many strict requirements and standard barriers that they may find hard to overcome without careful business strategy preparation and culture amd regulation understanding. I am building a business preposition and focusing on the primarily cultural and political aspects to entering Japanese market. In this context, my concentration is to understand targeted market, evaluate why culture and regulation have major impact on strategy to enter this market. Conventionally, I am proposing my recommendation to dealt with the is This essay covers the topic of entry strategy of a Vietnamese organisation, Thanh Cong Textile and Garment Corporation (Thanh Cong), to exporting garment products to Japanese market. Thanh Cong expands its business to this potential market in the area to prospect for development in this globalization context. Japan represents a very attractive market and big potential for investment in garment industry. However, this market is marked by complexity, highly defended and unique of the culture and institution of trade which required careful investigation prior to investing business venture there. ...
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...Shinsei Bank’s current organizational structure and culture reflect the effects of several defining moments in the bank’s history. When its original incarnation, the Long-Term Credit Bank of Japan, failed in 1998, it set in motion a series of paradigm shifts for the bank. First, the bank was sold to a US private equity group, Ripplewood. This was controversial as, per the case material, “corporate Japan loathed private equity groups, and the government was reluctant to allow a foreign group to control a major local bank.” Thus, right from the start, Shinsei Bank had an uphill climb ahead of it in terms of public acceptance. Ripplewood smartly chose a highly respected Japanese senior executive, Masamoto Yashiro, as CEO. He had worked for decades in American companies’ operations in Japan, and could use that experience to integrate the new owners’ expectations into the company structure and culture. The “injection” of foreign values and culture cannot be underestimated. Within the first year, Yashiro chose not to support one of its biggest clients during its financial troubles, and the company, Sogo, ended up filing for bankruptcy. This was counter to the historical moral code in Japan that banks support company clients even if they suffer losses, and confirmed the public’s and government’s worst fears of changes that might be wrought by foreign ownership. Furthermore, Yashiro abolished the former rotational assignment system so that employees could specialize. ...
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...Another Culture: Japan Jay Coutu, Errol Wallace, and Tiffany Helber Averett University Contemporary Issues in Leadership BSA 538 Dr. Danielle Babb December 6, 2015 A culture that dates to 13,000 B.C., and the leadership traits that have made Japan a world power, are not easily defined. Such is the mystery that is Japanese leadership. Prior to the Meiji period, 1872 to 1910, Japan vacillated between warlord land grabs and adherence to the belief in a divine Emperor that demanded absolute loyalty and subservience. It was during the following period of Japanese history that the modern concept of leadership emerged and the nation found itself becoming a dominant world power. During the Taisho period Japan found itself in a difficult position. While a modern and powerful military influence in the Asian arena, the west continued to dismiss the nation’s culture and ambition. Following the disastrous war with the allied powers in the 20th century, the nation found itself again at a crossroads. Adhere to the leadership concepts of an ‘Emperor’ or finally focus on economic growth and democratic ideals? Japan chose the latter and thus engaged in a period of leadership evolution that set the standard for the modern world (Davies, 2002, p. 36). Where once blind allegiance to a living deity ruled the social structure, Japan evolved into a nation of dynamic and evolving leadership that tapped into a cultural norm of teamwork and sacrifice. Relevant values in Japan Values...
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