A Culture of Loyalty, Perfection, and Time: The Japanese Business Behaviour - Essay Example

A Culture of Loyalty, Perfection, and Time: The Japanese Business Behaviour Essay Word Count: 2,624 Email Address Introduction It is quite easy to believe that cultural diversities are minor considerations when doing business. But this belief is obviously incorrect. Japan’s management style, or ‘nihonteki keiei’, is very distinct from the American-styAle of management. Japanese entrepreneurs know about these cultural diversities and they are eager to gain knowledge of the culture-based practices and preferences of their customers (Goldman, 1994). In the same way, it is crucial to acquire accurate understanding of how the Japanese people do business and which cultural components affect their for-profit- or- business-related practices. This essay argues that Japanese business behaviour is largely influenced by four major forces, namely, sense of belonging, loyalty, perfection, and time. A Culture of Loyalty Japanese businesses can be depicted as big clans or extended families. The fact that approximately 30% of the total number of employees of major companies acquired their jobs through their personal networks reveals the significance of personal connections and referrals before employment (Hein, 2013, 48). Usually a business organisation hires apprentices referred by a university teacher or another, or by a higher-ranking employee. Khalid Mehtabdin (1986 as cited in Alston, 2005, 1) observed that the person who brought a prospective recruit to the company usually becomes the permanent guide of that recruit and is thus answerable to his/her actions or performance throughout his/her career. The higher-ranking guide trains the new recruit to observe ‘appropriate behaviour’ (Alston, 2005, 1). Employees do not choose an employer due to the appeal of a compensation package or a particular position. Employees are requested to become part of the company in general and they are not employed for a particular group of duties. The initial period of employment are devoted to the process of discovering where the employee can most productively or efficiently be positioned and where s/he will be the most successful or beneficial for the company (Hein, 2013). Hence, employees become a part of a corporate ‘family’. Regular task rotations and OJTs enhance the employee’s abilities and reveal where s/he should be positioned in the corporation, though individual or personal reasons are taken into consideration to a certain extent (Goldman, 1994). In Japan, the person is encouraged to adjust to the group instead of the other way around. The previous head of the Idemitsu Petroleum Company, Ishida, explained this image of the business organisation as family (Alston, 2005, 1-2): The philosophy of Idemitsu is, to put it briefly, application of the Japanese home life to enterprise. Since the first day of our business we have endeavoured to bring our employees up men of good character, because they were left to us by their parents…[E]ven during the very poor years after World War II we put the priority on the construction of dormitories and company-houses for them. Our company is our home. The larger, more profitable Japanese corporations view their employees as a vital component of a society. In the past and at present, companies disregard shareholders and their demands but concentrate on building and sustaining employee loyalty. Japanese management expects that loyal employees who believe they are a valued member of the organisation will perform better and work more diligently in return (Kameda, 2014). Consequently, Japanese management believes that its primary duty is to encourage or promote loyalty and employees’ feeling of belongingness to the organisation. Simply then, they know, can employees perform remarkably and be sincerely concerned about the success of the company. This feeling of loyalty is far more far-reaching than is observed in the U.S. The Japanese term ‘marugakae’, which means ‘total embrace’, denotes the concept that relationships are whole and full; organisations aspire for whole and full loyalty and devotion whilst the employee wants the company to make available a broad array of psychological and material assets or resources (Alston, 2005, 2). Japanese workers consult superiors about their private issues whilst employers furnish the employees’ basic necessities (e.g. food, housing, and clothing). A team leader, or ‘bucho’ in Japanese, could even advise a worker to get married. The organisation would then assist in paying the fee for a marriage broker or go-between if needed, paying partially for the wedding, and the team leader most probably will become the godfather (De Mente, 2013). Approximately 43% of Japanese men at least thirty years of age are single, while roughly 27% of American men of the same age are unmarried. These numbers reveal that Japanese men postpone getting married until they have finished their studies and been employed for at least eight years (Alston, 2005, 2-3). They are very much preoccupied proving their value to their organisations to wed. Corporate recruits are regarded as neophytes for the initial period of employment. All through this period the new recruit becomes skilled at identifying with or relating to his/her work teams and his/her bosses until s/he has almost no sense of identity outside the organisation. Rosalie Tung (1984 as cited in Alston, 2005, 2) presents a severe case of allegiance to one’s organisation. She provides an overview of a past Japanese story of a woman who passed away alone because her spouse refused to vacate his work. The spouse was employed in a Japanese government bureau and was too preoccupied at work to attend to his seriously ill wife. The column remarked favourably on the work loyalty of the husband and cited that same cases were not uncommon. This event would be less common nowadays, particularly among younger workers, but the conduct would be valued and appreciated by older employees (Alston, 2005, 2). By the same token, overworked workers have almost no choice except to bear it or to kill themselves. According to Hein (2013), job-related suicides have grown in numbers recently. Americans wrongly deal with Japanese business associates as persons. This is a serious mistake that brings humiliation to the Japanese involved. It is more appropriate, accurate, and helpful to deal with Japanese as part of a group. For instance, the statement, “Please write to me if you need more information” (Alston, 2005, 3) is very specific or individualistic. A more positive and proper way of stating the same expression is as follows: “Please write to me on behalf of your company or your superior if we can supply you with more information” (Alston, 2005, 3). Thus the best illustration of the value of belongingness is the tradition of lifetime service. Within this tradition newly recruits are informed they are now part of the organisation much in a similar manner an individual is part to a nation or family. Furthermore, labour unions in Japan make up a fundamental portion of the organisations. Labour unions in Japan are corporate unions wherein every organisation forms a union autonomous from all the rest (Bucknall, 2006). There are some labour unions derived from profession like those for construction workers and instructors with members from several companies. Manual labourers and low-ranking managers are motivated to become involved and dynamic members of enterprise union and 16% of all senior executive officers have worked as union heads during the initial phase of their employment (Goldstein-Gidoni, 2005, 159). It is virtually mandatory for low-ranking executives to be part of their organisations’ enterprise labour unions for a given duration of time. Because the enterprise labour union thrives or collapses in accordance to the company’s performance, union members gain a sense of responsibility for the performance of the organisation, and almost no antagonistic resentment thrives between the management and organised labour (Hodgson et al., 2008). Quite truthfully, members of enterprise unions are part of the company and union heads usually present recommendations that lead to better efficiency and even stable policies and practices. Another programme Japanese corporations put into practice so as to raise a sense of belongingness among their employees is the bonus scheme. Employees get bonuses twice a year. The amount of these bonuses is in accordance to the company’s productivity. These bonuses, aside from boosting the Japanese economy, tell the employee that his/her fate relies on his/her and the profitability of his/her company (Bucknall, 2006). Furthermore, pay is determined by tenure than individual performance or merits and employees get pay increases determined largely by the number of years they have been part of the organisation. This practice penalises younger employees who may be performing better than those older workers but the younger ones understand that their loyalty, eventually, will be recognised and correctly rewarded if they stay a member of the corporation (Adekola & Sergi, 2007). Merit pay determined by individual performance is now widespread. Yet, merit pay requires that individuals are rewarded in relation to individual performance and numerous Japanese companies have not yet established criteria that assess individual efficiency or productivity (Godley & Westall, 1996). The growing numbers of employees whose salary is determined in part by merit indicate that the programme of fixed pay increases based on tenure is less widespread then before even though it remains a substantial portion of the income of an ordinary Japanese employee. Japanese interact and work collectively to such a point that they become acquainted or even accustomed to one another; this strengthens the value of courtesy and respect for co-workers work together for many years (Hodgson et al., 2008). Hence it is more advisable to remain pleasant with every individual one works with because the possibilities are that colleagues are long-lasting. The outcome is a dependence on appropriate decorum and social traditions and treating everybody in the proper, recommended way. Although employees in a group build strong relationships and become accustomed to one another, this cohesion or feeling of camaraderie can be exploited to the employees’ detriment (Donahue, 1998). Managers encourage and empower employees by threatening to relocating people because abandoning one’s team and becoming an ‘outsider’ in another team is a problematic experience for a Japanese; the possibility of eviction or relocation is a powerful drive to strive hard and belong amicably and productively with the team (Graham & Andrews, 1987). The disadvantage of the Japanese focus on belongingness is the fear of being rejected. Being rejected by group members is a severe type of reprimand for an individual who refuses to conform. Group members want full commitment and loyalty to the objectives of the group. In contrast, the group is obliged to nurture its members’ loyalty. This give-and-take relationship builds strongly interwoven groups that are very efficient, productive, and high performing (Johnston & Selsky, 2006). Before deviant members of a community were avoided and excluded by the other members. This practice, referred to as ‘mura hachibu’, is still observed in present-day Japan, especially in companies. A colleague who has committed a severe mistake or expressed poor loyalty is shunned or prevented by his co-workers (Alston, 2005). The Japanese people understand that being a part of a work group in their country involves a large number of costs. For instance, members give gifts to one another and do important life activities together, such as eating and drinking. Members of a group are obliged to meet one another often and they rarely build close relationships aside from these groups (Buskirk, 1991).These are the social costs that members of a group are obliged to fulfil. These are needed to reinforce social interaction. Groups provide not only identity to their members, but also security and wellbeing. Groups also provide courtesy and honour. A strategy that sustains group cohesion is shared decision making because if a proposal is unsuccessful there is no particular person to be held accountable (Godley & Westall, 1996). Because Japanese workers identify solidly with their employers, complimenting an organisation is the same as complimenting its people. Cultural Considerations that Influence the Pursuit of Profit: A Culture of Perfection and Time The Japanese people’s attitude towards profit is largely influenced by their culture, especially by their dedication to perfection and time. Japanese are greatly driven to attain perfection, and unsuccessful endeavours are at times viewed as attaining nothing at all. This outlook is called the ‘zero defect’ rule among Japanese producers (Durlabhji et al., 1993). The pursuit of making a product and/or service higher in quality and affordable is a fundamental principle in Japan. This outlook is the same as the Japanese total dislike of failure—a defective product and/or service are viewed as a half-done failure (De Mente, 2013). This outlook makes Japanese producers reluctant to provide products and/or services that are not as high quality as possible and they postpone releasing them to the public until they are of assured premium quality and appear perfect as precisely possible. In addition, Japanese believe any product and/or service is flawed and can be enhanced if only to produce it in a more cost-effective way. Nevertheless, basically speaking, Japanese producers have been capable of enhancing the quality of their products while simultaneously reducing their costs (Kameda, 2014). After all, Japanese consumers want premium products and/or services themselves. The appeal of perfection is seen all over Japan. In contrast, Americans are usually contended with a product and/or service which is “as good as it needs to be” (Alston, 2005, 13) in relation to profit. They become intolerant when Japanese postpone actions because they want to make a particular product and/or service more high quality. Moreover, Japanese entrepreneurs are known for being very punctual. They almost always meet deadlines and arrive at meetings on time. On the contrary, Japanese are at the same time has a quite slow decision-making process (Kameda, 2014). This slowness is caused by a number of reasons. There is tardiness because Japanese try to examine the matter as thoroughly as possible. This arises partly from the Japanese interest in specifics. Japanese are highly focused on details and strongly believe that no matter has been comprehensively examined unless all pertinent and semi-pertinent facts have been studied (Bucknall, 2006).Time used on examination is under no circumstances squandered because any trivialities could be helpful sooner or later. Furthermore, Japanese choose to prepare thoroughly to prevent any unforeseen events. Japanese are cynical about the future. They choose to prevent potential future problems by means of meticulous preparation rather than deal with unexpected problems as they surfaces as do the more positive thinking Americans (Hodgson et al., 2013). Therefore, as well, a problem because of an absence of preparation is viewed as culpable and a sign of personal flaw or incompetence. Numerous business failures, it is thought, can be prevented with precaution and preparation. A problem caused by absence of preparation may lead to shame and a loss of a superior’s trust in the individual in charge. These are reasons sufficient to discourage any Japanese from making rash decisions (Kameda, 2014). Being careful, holistic, and multi-tasking, Japanese are really persistent and high in perseverance, prepare for the long-term, and examine all sides of an issue regardless of the amount of time it will consume. Japanese spend a substantial amount of time to fully examine an issue, gradually build personal relationships with the people they work with, and use all the time needed to decide. Conclusions Japanese business behaviour is largely influenced by their belief in ‘community’ or ‘group solidarity’. It is a traditional practice within Japanese companies to acknowledge not only the individual but the entire workgroup. Because of this collective or shared way of performing tasks, Japanese companies are highly profitable and competitive. This collective attitude to work creates a sense of loyalty, commitment, and belongingness to the organisation, which, in turn, becomes advantageous to the company. However, there are also disadvantages, such as nonconformity which results in rejection, being ostracised, and exclusion. Too much loyalty also forces an employee to work hard, at times too hard to result in suicide. Japanese also have a different opinion of profit from Westerners. Japanese value perfection and time spent in making decisions rather than quick profit. For Japanese businesspeople, making profit seems to be secondary to assurance of quality and making a correct decision. References Adekola, A. & Sergi, B. (2007). Global Business Management: A Cross-cultural Perspective. UK: Ashgate Publishing, Ltd. Alston, J. (2005). Japanese Business Culture and Practices: A Guide to Twenty-First Century Japanese Business. New York: iUniverse. Bucknall, K. (2006). Japan: Doing Business in a Unique Culture. 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