ifferent directions in the future. For now, however, the evidence suggests that this country cluster retains much of its utility as characterizing central trends in this cluster.kaisha and keiretsuis often the country of choice when making comparisons with American, British, and other so-called Anglo countries. There are many reasons for this. Many Westerners are somewhat familiar with Japan and its culture. Japan s economy remains strong in many business sectors and most geographical regions. Company names like Mitsubishi, Sumitomo, Mitsui, Toyota, Nissan, Honda, and so forth are household brands, and countless people around the world own products manufactured by them. In view of this, we turn now to a look inside the typical Japanese organization. The first thing to be learned is that, like the situation in the US, there is probably no such thing as a typical Japanese firm, although the variance in Japanese firms is clearly somewhat smaller.cultural patternsthe best way to understand how Japanese firms work and do business is to begin with some observations on the local culture. As discussed in Chapter 3, an overview of Japanese culture includes a strong belief in hierarchy, strong collectivism, a strong harmony orientation, moderate monochronism, and strong particularism. Hierarchy beliefs in Japan can be seen in the deep respect shown to elders and people in positions of authority. In many circumstances, their directives are to be obeyed immediately and without question. This belief follows from early Confucian teachings (see below). Indeed, the concept of authority in Japan differs from that typically found in the West. Western views of authority see power generally flowing in one direction: down. The supervisor or manager gives directions; those below him or her follow them. Authority is a one-way concept. In Japan and many other Asian countries, by contrast, power still flows downwards but those exercising power must also look after the welfare and well-being of those they manage. In other words, a supervisor expects his or her directives to be followed without question, but will also spend considerable time guiding, coaching, and teaching subordinates so they can progress in their careers. Subordinates - and in many cases their families too - will be looked after. Thus, authority here is seen as a two-way street; both sides (superiors and subordinates) have a role to play. By deferring to those above you, you are in essence asking them to look after you. is also a highly collectivistic nation. Groups generally take precedence over individuals, and people gain their personal identity through their group membership. An old saying, The nail that sticks out will be hammered down, best exemplifies the importance of this belief. Contrast this to the old American and British saying, God helps those who help themselves. Collectivism versus individualism. As a result, employees naturally gravitate towards groups at work, and group achievement surpasses individual achievement on the job. Seniority-based (group) rewards are frequently preferred over performance-based (individual) rewards, particularly among older employees. - Both with other people and with nature - is also a strong characteristic. Japan s respect for its surrounding environment is legendary. This is not to say they refrain from changing or challenging nature; rather, they typically attempt this in ways that do as little harm as possible to...
