You have just accepted a managerial expatriate assignment at a multinational company in Tokyo, Japan. You will become the manager of a team of 20 Japanese staff, who will be reporting directly to you. Before leaving for Japan, your firm hired a consultant to provide you with cross-cultural training and leadership advice. The consultant uses various frameworks, such as the Hofstede and Globe project models to support their recommendations. Assume you are the consultant, what evidence-based advice would you give to the expat to maximize the expat’s chances to succeed on this international assignment? Use the theory studied this week to support your recommendations (Tip: Start by identifying the cultural dimensions of Japan, and compare them with the ones in the USA. What are the main differences?).

REPLY TO 

Socheata:

Japanese companies and US companies differ in many ways in terms of cultural dimensions. The United States remained the world’s largest economy in 2019. As “economies of the world are increasingly tied together,” it is of utmost importance to learn and respect cultural differences especially with the rise of E-commerce and the “Global Village.”

As the assigned consultant, it is important for me to express to the expatriate manager that they need to understand how to be geocentric. Geocentric managers focus on what is effective, regardless of where the information initially came from. An international manager should also be well versed with currency exchange rates, in this case Japanese Yen v. U.S. Dollars and how currencies fluctuate. Per Hofstede’s model of four cultural dimension, “Uncertainty avoidance expresses people’s intolerance for uncertainty and risk (high in Japan, low in the United States).” (p. 198)

As culture is comprised of so many distinctions, it can be easy for an outsider to feel out of place and uncomfortable. As the consultant, I would advise that the soon to be international manager look into the cultural differences between Japan and the U.S to avoid miscommunications. These distinctions include: language, interpersonal space, communication, time orientation, religion, law and political stability. To increase their cross-cultural competency, it is important for them to listen and observe the local natives. Food is always a good way to experience another person’s culture. Japanese business etiquette is different from American business etiquette in many ways. For example, Japanese bow as a greeting whereas Americans shake hands. Also, Japanese surnames come before the given name and one should not call someone by their given name unless the person has asked them or given permission to. Japanese culture also normalizes speaking in a quiet tone, being modest and being calm. Small efforts will show that the manager respects the Japanese culture and will promote cultural sensitivity.

(S) Bbrandon5:

Include

John :

Currently there are 195 countries, each with their own unique culture and diverse history. It is unbelievable to think of the extent to which we rely on one another. More so than ever, Globalization has the world economy trending towards becoming a more interdependent system. Many companies are expanding into a multinational role. The importance of international management skills (in particular cross-cultural awareness) is vital for the success of the organization and the manager.

The value of understanding cultural differences will help alleviate some of the challenges of an exceptional manager. These differences affect businesses in many ways. The United States and Japan are prominent international players, leading the way in many categories. While their successes are similar, cultural dimensions are not. There are wide variations in language, interpersonal space, communication, time orientation, religion and law/political stability. International business relations are often unsuccessful because of misunderstandings and miscommunications. For better understanding and avoiding cultural collisions, the Hofstede model and GLOBE project set the framework. The Hofstede model identifies four cultural dimensions in which national cultures can be placed in. However, the model is at times criticized because of the way data was collected. On the other hand, the GLOBE project identifies nine cultural dimensions involved in leadership and organizational processes. This project is an extension of Hofstede’s model and is an ongoing cross-cultural study. These dimensions are formulated to get a better understanding of different cultures. To start off, identify the three highest and lowest rated dimensions. This will provide a solid field for comparison. These results can then be used to compare to personal beliefs surrounding these dimensions; an opportunity for self-awareness and greater cultural diversity.

For the managerial assignment in Japan, primary focus should be on these key cultural dimensions: Individualism (degree of interdependence a society maintains); Uncertainty Avoidance (the way society deals with the fact that the future can never be known); and Long-Term Orientation (maintaining links with own past while dealing with the challenges of the present and future). These dimensions have the greatest variability when comparing the United States and Japan.

• Individualism
  • Japan: Collectivist society; prefer groups taking care of each other.
  • US: Individualists; look after themselves and direct family.
• Uncertainty Avoidance
  • Japan: One of the most uncertainty avoiding countries; well-prepared.
  • US: Fair degree of acceptance; willingness to try something new/different.
• Long-Term (Future) Orientation
  • Japan: Encourage thrift and efforts to prepare for the future.
  • US: Prefer to maintain traditions and norms; views of societal change with suspicion.

This international assignment will be much more successful if there is an understanding of these differences. In addition, these variations are more tendencies than absolutes. Managing a team of 20 direct reports will amplify these variations. Exposures to these concepts and bridging the gaps will allow for a better transition. Self-reflection, willingness to learn and adaptation will help tremendously. This will all lead to a better experience for all and present a competitive advantage.

References:

Kinicki, A., & Soignet, D. B. (2022). Chapter 4. In Management: A practical introduction (10e ed., pp. 178–213). essay, McGraw Hill.

Hofstede Insights. (2021, June 21). Country comparison. Hofstede Insights. Retrieved March 28, 2022, from