Intercultural Communication (Spring 2015)

Moodle Title: BA3H HM302

Date: 22nd May, 2015

Words Count: 3982

Table of Content

Table of Content 2 Introduction 3 Comparison between dimensions of American and Japanese culture 4 Background of cultures 4 Power Distance 7 Individualism v.s. Collectivism 9 Masculinity v.s. Femininity 11 Uncertainty Avoidance 13 Long-Term Orientation 15 Important issues during business negotiations in Japan 16 Greetings 16  Time 17  Appropriate attires 17  Business cards 18  Gifts 18 Meetings 19  Seating 19 During the negotiations 20  Role of language negotiation 20  Exchange of favors 21  Japanese Etiquette of non-verbal expressions 22 Leaving 22 Follow-up of the negotiation 23  Relationship building 23 Conclusions 24 References 25

Introduction

Dear Ms. Johnson,

Regarding globalization brings culture diversity into organizations all over the world, while there are managers and staff from different cultural backgrounds, potential conflicts may arise in organizations if we are not sensitive to the inherent differences. As a manager in hospitality which is a people-orientated industry, it is relatively important for you to understand well intercultural differences in working places, whenever dealing with guests or fellow staff, because of same behaviors under different cultural backgrounds can greatly affects the comfort and harmony atmosphere within an organization. Good understanding helps you to improve personal and organizational performances.

This report will demonstrate different cultural issues which need to be considered as being an American manager and transferring to the same position in Japan within an international organization.

It is going to explain the findings of research by applying several theories, including the differences in cultural dimensions between American and Japanese, important issues during business negotiations, and giving recommendations to you accordingly, in order to help you be a better manager in Japan.

Comparison between dimensions of American and Japanese culture

First we would like to describe the characteristics of American culture compare with Japanese culture, to provide a picture and background for displaying the inherent cultural differences between The United States and Japan, and paving the way to have further recommendations accordingly.

Background of cultures
The United States is the third largest country in terms of continental size and population size with more than 320 million, according to the U.S. Census Bureau. It is one of the most culturally diverse countries in the world leads by the reason of large-scale migration from Latin Americas, Africans and Asians, especially from northern Europe and England who shaped the dominant values and traditions in America. This you can see, people in America are largely ethnically and racially difference, with all types of religions and speaking many languages from all over the world. That the United States is stated as “melting pot” which different cultures have contributed of their own distinct “flavors” into American culture. (http://www.livescience.com/28945-american-culture.html)

While in Japan, it is a multi-layered and complex system that has been developing within itself and forming new layers for thousands of years. (http://iml.jou.ufl.edu/projects/Spring01/Newsome/culture.html) Its culture has been influenced by many ancient countries from thousands of years ago, including China, India, and Europeans. Japanese tended to absorb others’ culture, develop and improve them into the traditional Japanese culture. Different from America, Japan itself is dominated by Japanese nationality, with several distinct minorities of populations only, which less than 5% of the overall, including Korean-Japanese and Chinese-Japanese. (http://www.everyculture.com/Ja-Ma/Japan.html#ixzz3atlhDDdB) Therefore, the effect of Japanese ancient traditions is still very strong in today’s Japanese’ society.

In order to be more constructed, here we are going to generalized and explained both counties’ basic culture by the Geert Hofstede's cultural dimensions theory.

Here is the cultural index suggested by Hofstede explaining the traditional and dominant American cultural values.
(http://geert-hofstede.com/united-states.html)
While according to Hofstede, Japan have totally different cultural indexes contrast to The United States, showing by the below bar graph. There may then be lots of culture shock coming from Japan. (http://geert-hofstede.com/japan.html)

Power Distance
Firstly, as shown in the graph of 40, the power distance of Americans is low that everyone are equal in the society between higher and lower social classes, and premise of “liberty and justice for all”. It is stated that in an American organization, “hierarchy is established for convenience, superiors are always accessible and managers rely on individual employees and teams for their expertise”. We believe that you should be rarely just taking decision by yourself but you tend to open the opportunities for everyone to equally express and share their ideas. And your subordinates in America are not fear to oppose you directly with evidences if they are disagreeing, because you are willing to listening others’ ideas and analysis to a better choice rather than banning who are opposing yourself.

However, it is not true in Japan. Although it has intermediate score of 54, which is on a borderline hierarchical society, in fact this should be ranked higher in common daily life, in about 80. Japanese emphasizing hierarchical system, which stated as a strong vertical society (Nakane; Graham and Sano; McCreary; March), they have extremely strong sense of role of a person in most situations under the Senpai-Kouhai (Senior-Junior) relationship. (http://docs.lib.purdue.edu/cgi/viewcontent.cgi?article=1018&context=gbl). For example, in Japanese organizations, subordinates are expected to follow their boss without any questionings; it is a kind of unrespect if they oppose the ideas told by their boss. So you are not expecting your Japanese subordinates are going to disagree with you. And you are going to be the one to have power on final decisions rather than discussing with subordinates. In fact you should not oppose your boss directly, but using moderate language to convince and pleased them to agree with you too, otherwise, your boss with losing their face and the relationship between will be worsen.

Along with this, the communication between Americans are informal, which could call most people by their first names or nicknames, and politeness forms are not necessarily used in most of the time, even to the seniors. (http://hopeinterculturalcomm.weebly.com/power-distance.html) But in Japan, they are sensitive always to be formal, by polite language using. Different from the casual communication between Americans, Japanese used to bow to the one in higher position when greeting, saying thank you or apologizing, while the one have higher power rarely bow to their subordinates. They also frequently use honorifics in daily life to their boss or elderlies for showing respect. Thus, it should be careful not to treat your boss too casually in Japan, remember to call their last name following by their titles, to show respect to their positions, and frequently bows are required to show your respect to Japanese culture.

Individualism v.s. Collectivism
As you known already, the individualism index of Americans is one of the highest in the world of scoring 91. In America, people believe in freedom of choice and generally pursue own personal interest rather than group’s interests but will cooperate with each other to achieve specific goals. You should be motivated to work for your own happiness or goals, for example doing the work better for pursuing self-promotion and achieving better social classes.

However in Japan, it is scored at 46 meaning that it is collectivistic society. Japanese collectivism is because of the concept of “Wa”, meaning of group harmony. The value of the group’s benefits is more important than valuing one’s own needs.(http://iml.jou.ufl.edu/projects/Spring01/Newsome/culture.html) People are having strong sense of responsibility and loyalty to their groups, Japanese are willing to sacrifice themselves in order to keep harmony, by not giving others trouble and avoid conflicts between parties. If they broke the general harmony without caring other’s feelings, they will have strong sense of shame for losing face.

So, in order to adapt Japanese culture, it is better not to have public disagreement with the party line that generally suppressed in the interests of preserving the communal harmony. (Sriramesh & Vercic, 2012). As well as, since Japanese recognize that the whole group must succeed otherwise the individual’s contribution has no meaning, (http://blog.btrax.com/en/2010/12/15/10-cultural-contrasts-between-us-and-japanese-companies-a-personal-view/), teamwork in Japan is much more important to implement than in America. You are suggested to maximize everyone’s abilities in teamwork for preserving “Wa” concept in Japan.

Besides, please be careful of emphasizing “I” in Japan. Although in America, it is common for everyone being unique, in Japan, they are always saying “We” and “Being” in the society that they are going with the flow of group rather than being uniqueness. Too unique is saw as selfish and destroying harmony in Japanese society.

Conversely, Japan has considered as the highest individualistic country among Asian countries, compare to China and Thailand scoring 20, South Korea 18 and Taiwan 17. Japanese are same as Americans that concerning privacy, it is not a good idea to ask someone you are not familiar with about their salary, family, weight and age in Japan.

Masculinity v.s. Femininity
In terms of Masculinity, both in America and Japan are high in 62 and 95. It is because the both societies are driven by competitions, achievement and success. There is a clear delineation between winners and losers. Nevertheless, Americans are having a good work-life balance while Japanese are not.

You should be used to work for live, which prefer to leave the company after working hours, and take all of your vacations allowed for enjoying your life with families and friends. However Japanese live for work, they are workaholism and they have a norm of hard and work for long hours. They frequently work even they are sick and decline vacation time to avoid reducing productivity. Enjoyment of family vacations seems rare in Japan that one day per week is already adequate. (http://maaw.info/ArticleSummaries/ArtSumMartin92.htm) So, you are better to have psychological preparation to always having overtime working in Japan, together with your subordinates for motivating and engaging them.

Moreover, in America people place a relatively stronger emphasis on overall employee well-being rather than just having good bottom-line performance. Female with high ability and hard work in American society has fair chance to be as successful as man does too. But in Japan, Japanese fathers have strong responsibility to work hard and raise their families’ life; they do not expect females will work nor share the economic responsibility in the family. It is well known that female does not have equal job opportunities as male in Japan as well. (https://www.youtube.com/watch?v=TBGPgPyIUbg) It is very difficult for female to climb up the career ladder in Japan even if they got high abilities. So it may be one of the constraints when Ms. Johnson you are working in Japan, that with less respect than male during business negotiations. It is better to show your full confident and knowledge in front of men in order to overcome this problem.

Uncertainty Avoidance
The Uncertainty Avoidance index in America is fairly low with 46, which people like you in America are willing to take risk and try new things; you prefer to say “I can do it” even you thought you can do it 50-70% probabilities. But once you accepted, you will try to achieve as close to 100%. (http://blog.btrax.com/en/2010/12/15/10-cultural-contrasts-between-us-and-japanese-companies-a-personal-view/) While in Japan, they strongly believe in worth-of-mouth, they would not 100% promise to others if they are not ensure they can achieve the result expected. Japanese prefer to avoid taking risk and avoid breaking promises because they believe in “Omotenashi” which means giving the best performance and maximize the achievement to the guests. They will have high self-discipline if they cannot do what is expected. (http://the.honoluluadvertiser.com/article/2007/May/09/bz/FP705090390.html) So it is better not to promise any Japanese without 100% of confident in order not to disappoint others in Japanese society.

Besides, Americans have high readiness to accept changes, since The United States is a young country full of optimistic. (http://www.foason.com/resource-center/business-issues/understanding-us-business-culture.pdf) You should be highly curious and always ready listening to new and innovative ideas, or using new approaches on work because you think sometimes the situation will be improved along with changing. As a consequence, it is OK to be fail and try again in America, until succeed. And “Just do it” expresses Americans’ attitude of not caring how to do it but more care about the results they can achieve.

While Japanese will be frustrate to change. They feel threatened by ambiguous or unknown situations. They are conservative and need a lot of time and effort put into feasibility studies and instructions before any project can start. In Japanese organization, the decisions making process is relatively low with tones of steps and procedures, they also tend to double check or triple check everything to prevent failures. (http://iveybusinessjournal.com/publication/the-top-ten-ways-that-culture-can-affect-international-negotiations/) If one of those procedures is being changed, Japanese tend to evaluate what will be potential risk again and again.

Therefore, it is important to ensure every single procedure is correctly instructed and everyone clearly understands all the procedures in order to stimulate the efficiency in Japanese organization. It is better to provide large amount of information as a support for Japanese subordinates to work effectively; otherwise, you need to accept the slow processes of work by plenty of meetings and documents in the organization. “Please do it” without any instructions or information should be avoided since this will affect the trust between you and your subordinates.

Long-Term Orientation
According to Hofstede's theory, America is with low Long-Term Orientation standards of 26 but Japan is as high as 88.

Americans are used think of a time frame emphasizes the present and the short-term future, with less links with its own past while dealing with the challenges of the future. (http://geert-hofstede.com/united-states.html) However in corporate Japan, they think of long-term rage that in the constantly high rate of investment in R&D even in economically difficult times, and priority to steady growth of market share rather than to a quarterly profit. Japanese managers see companies as eternal structures, and consider themselves as history-makers for companies. This does not mean that the Japanese do not care about making short-term profits. However, they see current profits as a long-term benefit rather than in a one-time-only benefit. (http://docs.lib.purdue.edu/cgi/viewcontent.cgi?article=1018&context=gbl)

As a result, in order to adapt better in Japanese society, you are supposed to thinking more of the company’s future, maybe about long-term objectives, rather than just only focusing on the short-term profits to gain quick win. It is better to construct well relationship with others in Japan as well, since they are concerning life-time relationship than just task-orientated relationship like in America. Without the right depth of relationships with the right people, it can be very difficult to achieve anything in Japan. (http://www.worldbusinessculture.com/Doing-Business-in-Japan.html)

Important issues during business negotiations in Japan

Here we would like to demonstrate the issues needed to be considered and cultural rules needed to obey during professional business negotiations. By applying these frameworks during your stay in Japan may enable you to avoid potential misunderstandings and to achieve to better performances.

Greetings
It has been mentioned above about the cautions in daily common greetings. For example using of bowing, calling someone family name with title, and using of honorifics etc. But there are others considerations need to take into account when having formal business greetings and meetings with Japanese.

Time

In America, “Time is money”, we are sure you are always punctual at any meetings or events as a professional American manager, because people in America who are on-time are considered to be good people, reliable people who others can count on. (http://www.kwintessential.co.uk/resources/global-etiquette/usa.html) It is similar in Japan, in the sensitivity of Japanese, at least 5 minutes earlier is considered as on-time. Lateness is highly disrespectful in Japan, if you get any emergency case need to deal with and will being late for meetings, it is recommended to call the other parties immediately to explain your situations. Otherwise, the trust from others will be minimized, and it is difficult to build up a good impression anymore.

Appropriate attires
Businessmen in Japanese society are usually conservative; it is always safe to wear a suit without any slick details, to preserve you are a reliable person. Colors of suit should always be black because white in Japan symbolizes death. (http://www.empower-yourself-with-color-psychology.com/cultural-color.html)

Business cards

Japanese values the “meishi” (business cards) exchange the time of formal self-introduction. The person with higher position exchanges the card with the senior person of the other organization first; following by the juniors to exchange their cards. When passing your business card to others, it is vital to introduce your company first due to the collectivistic society, and following by your own position and name. (http://blog.businesswire.com/2011/12/16/tips-for-your-business-meeting-with-a-japanese-company/) It is also important about the engrained rules of etiquette that signal respect for others. Remember to accept the card with both hands, briefly read it and appreciate it, then place it in your business card holder if you are standing; if you are seated, place it on the table for the duration of the meeting and then place it in your business card holder after the meeting has finished. (http://www.worldbusinessculture.com/American-Business-Structures.html) Do not give the card back to others nor putting in your pockets, which are considered as disrespectful.

Gifts
In America, it is rare to bring gifts despite of festivals, but in Japan, it is polite to bring small gifts to business meetings, especially first meeting, and present the gifts to the senior members. Gifts should not be too lavish but should always be of good quality.
And they should always be wrapped. Avoid giving gifts in quantities of four or nine as these are unlucky numbers in Japan. Anything sharp could signify the desire to end a relationship as well. (http://www.worldbusinessculture.com/Business-Meetings-in-Japan.html)
Meetings
Before entering the meeting room, it is essential to let the most senior person go inside first, holding the door until all the seniors seated.

Seating
When it is your turn to take your seat in a meeting room, it is important to know the hierarchical system of an organization. The seat furthest away from the entrance is called “kamiza”, it is usually reserved for the most important person with the highest position (http://blog.businesswire.com/2011/12/16/tips-for-your-business-meeting-with-a-japanese-company/) , while “shimoza” is the seat neatest to the entrance. It is a common business manner in Japan to sit according to the hierarchy, even in cars, elevators, or dining, this “kamiza” system is expected to be used.

During the negotiations
During meetings, the most senior person will lead discussions and members of his or her party may not say a word. It is important that always following what your boss has said, express your ideas only if your boss allowed. And it is rude to distract others especially the seniors during their presentations, only questioning after his or her presentation has finished.

Role of language negotiation
Japanese culture considered as in High-context theory stated by Halls. They tend not to express directly what they actually thinking of, because if they oppose one’s idea directly, the person will be losing face in the public, and this will worsen the relationship and may affect their career development.

Therefore, it is vital to learn to express your disagreement or resentfulness by moderate languages, in order to please and convince others to agree with you, avoiding conflicts and creating a harmonic environment within the organization. For example, instead of saying “no, I think it’s not a good idea” directly, you can use words such as “Yes, but…”, delaying your answer with anxiety, or use gestures for example folding your arms with closed eyes. (http://www.tofugu.com/guides/japanese-body-language/)

If there are stresses or difficulties created during meetings, Japanese tend to be silent in order to release the tension in the room. By this chance, you could move away from the topic of creating tension and talk about other issues first, rather than continue to focus on the stressful topics, in order to preserve “Wa” atmosphere. (http://www.worldbusinessculture.com/American-Business-Structures.html)

Lastly, since Japan is not an English speaking country nor familiar with speaking fluent English, when you speak English, please speak slowly and be patient.

Exchange of favors
A hard-sell approach will not succeed in Japan. You could replace the high pressure, confrontational approach with a gentler, persuasive presentation will easier to gain others’ agreements. You are not suggested to drive too hard on decisions and deadlines. Understand that the Japanese decision-making style is by consensus—trying to speed up the process may appear to be disrespectful of their way of doing business. Rather than be impatient, please try to see the long process as an opportunity to build trust and cement the relationship.
(https://www.americanexpress.com/us/small-business/openforum/articles/doing-business-in-japan-10-etiquette-rules-you-should-know/)

Japanese Etiquette of non-verbal expressions
Unlike what is in America, in Japan, it may also be considered disrespectful to stare into someone’s eyes, especially if they’re of a senior age or status. Avoid staring at others because this creates uncomfortableness, and can be construed as a sign of aggression to others. (http://www.regus.co.uk/blog/latest-news/office-business-culture-around-the-world-2/#sthash.AXzPxWX8.dpuf)

Pointing at someone with one finger is also considered as rude in Japan. Try to hold your palm down to a person instead.

Lastly, blowing your nose in public in considered highly offensive. If you have the sniffles or are stuffed up, you should excuse yourself and blow your nose in a rest room. (http://factsanddetails.com/japan/cat18/sub116/item611.html)

Leaving
It is generally considered to have good manners if you see the visitors or your boss leave and watch them until they are out of your sight from meeting rooms. You might also bow to them until they leave the room, then you are enabled to leave the room patiently.

Follow-up of the negotiation
Relationship building
Japanese society is collectivistic that care about relationships among the groups. Japanese are not only negotiating for a contract or for a certain task only, they are negocaiting to create a relationship. So that the parties can get to know one another well and determine whether they wish to embark on a long-term relationship to do business together. They may consider aggressive attempts to shorten the negotiating time as efforts to hide something. (http://iveybusinessjournal.com/publication/negotiating-the-top-ten-ways-that-culture-can-affect-your-negotiation/)

To maintain and strengthen relationships within parties or between other organizations, “Nomikai” which means having intercourse in bars or restaurants is common in Japan. Japanese workers spend a considerable amount of time socializing after work. (http://maaw.info/ArticleSummaries/ArtSumMartin92.htm) And it is always good for you to enhance relationships between by taking your subordinates or inviting your business partners to have “Nomikai” after work.

As mentioned above, keeping business cards in good condition is also essential in Japan, it is suggested to buy a business card holder, organize those cards you received according to the time or organizations. And do not forget to write down besides what your impression to them or what you know about a specific person with their interests. This could help you to build up good relationships with Japanese.

Conclusions

Undoubtly everyone in the world behave differently according to their personalities, life experiences and social classes etc. However, national culture is still one of the major factors affecting how people think, communicate, and behave. If you are doing business with Japan and do not understand proper etiquette or protocol, you may be jeopardizing your chances of success. Therefore it is extremely important for you as a manager to understand this report which giving you an edge to create a favorable impression of you and your business, by minimizing the embarrassments and misunderstandings.

You are also suggested to learn continuously of different combination of culture values when you are staying in Japan, by tender observations and life experiences. So you will be capable enough to improve your levels of cultural awareness and enhance your organization’s competitiveness, to achieve a higher profit.

"Every culture has its own unique set of temporal fingerprints. To know a people is to know the time values they live by." - Jeremy Rifkin (Rifkin, 1987)

Lastly, we hope Ms. Johnson could have a successful career future in Japan.

References

Rifkin, J. (1987). Time Wars. New York; Henry Holt.

Sriramesh, K. & Vercic, D. (2012). The Global Public Relations Handbook, Revised Edition. Taylor & Francis. pp. 1007–. ISBN 978-0-415-99513-9. Retrieved 22 October 2012.