• 主題： Japanese culture and it’s influence on business 日本文化以及對企業的影響• •

Troupenarrs’ approach

Japan and Troupenaars

Japanese business culture

1.Why we should learn culture? 2.Critical appraisal of Trompenaars’ approach to culture 3.Understanding of culture difference

1.Troupenaars’ finding:The seven dimensions of culture

2.Other findings

Meeting Etiquette and culture

OUTLINE

Why we should learn culture?

Culture directs our actions

A useual way of think about

where culture comes from is

the following. Culture is the

way in which a group of people

solve problems and reconclies

dilemmas.

The impact of culture on business help people solve problems

Even the notion of human-resoure management is difficult to translate to other culture.

The internationalization of business life requires more knowledge of cultural pattern.

The book is about cultural difference and how they affect the process of doing business and managing

 

Negative critical

No operationalisation of culture difference.

Dependancy of difference on each other.

Positive critical

Understanding of culture based on Schein

Culture difference mainly derived from parsons

Cultural difference based on Hall partially taken in account

Integrative and interdisciplinary approach, takes account of different approaches and research aspects.

Demonstration of the handling of culture difference

Critical appraisal of Trompenaars’ approach to culture

Understanding of culture difference:

The outer layer:explicit productsThe middle layer:norms and values The core :assumptions about existence

cultural model

Relationships with peopleUniversalism versus particularismIndividualism versus communitarianismIndival versus emotionalSpecific versus diffuse Achievement versus ascriptionAttitudes to timeAttitudes to the environment          

The basis of cultural difference

The outer layer:explicit products

The outerlayer:explicit products What are the first things you encounter on a cultural level? Most likely is not the strange combination of norms and values shared by the Burundis that catches your attention first.

Explicit culture is the observable realit of the language,food,builiding,house,moonoument,agriculture,shrines,markets,fashions and art. They are the symbolic and observable level.

The middle layer:norms and values.

Explicit culture reflects deeper layers of culture,the norms and values of an individual group.Norm are the mutual sense a group has of what is right“ and “wrong.”Norms can develop on a formal level as written laws,and on an informal level as social control.Values, on the other hand,determine the definition of “good and bad” Some Japanese might say that bow because they like to greet people:that is a value.Others might say they don’t know why expect that they do it because the others do it too.

Cultural is experienced as different layers .To understand it, one has to remove layer after layer,like peeling onion.

culture model

The core :assumptions about existence

To answer questions about basic difference in values between cultures it is nesceeary to go back to the core fo human existence.The most basic value people strive for is surival .The best way to test if something is a basic assuptions is when the question provlkes confusion or irritation.ex.Japanese bow deeper than others.

culture model

assumptions about existence

norms and values

　　　　　　　　　　　　　 explicit products 　

The seven dimensions of culture

Universalism vs Particularism Individualism vs Communitarianism Specific vs Diffuse Affective vs Neutral Achievement vs Ascription Sequential vs Synchronic cultures Internal vs External

Universalist vs particularist

In particularist culture far greater attention is given to the obiligations of relationships and unique circumstance.

Particularist judgments focus on the exceptional nature of present circumstance.

Focus is more on relations than on rules. Legal contracts are readily modified. A trustworthy person is the one who honors changing mu

tualities.

Particularist

What is more important - rules or relationships?

FINDINGS: Universalist vs particularist

國別 F 4.1 F 4.2 F 4.3

The car and the

pedestrian

The bad restaurant

The doctor an the

insurance company

日本 65 55 64

美國 93 66 57

法國 73 63 54

中國 46 50 57

德國 87 61

義大利 66

When managing and being managed

Build informal networks and create private understandings.Try to alter informally accustomed patterns of activity.Modify relations with you, so that you will modify the system.Pull levers privately.Seek fairness by treating all cases on their special merits.

Particularists

Individualism vs communitarianism/collectivism

Do people regard themselves primarily as individuals or primarily as a group?

More frequent use of “we ”form Decisions referred back by delegate to organization. People ideally achieve in groups which assume joint

responsibility. Vacations on organized groups or with extended family.

communitarianism/collectivism

Do we function in a group or as an individual?

FINDINGS: Individualism vs communitarianism/collectivism

國別 F 5.1 F 5.2 F 5.3

The quality of life

Which kind of job?

Whose fault was it?

日本 39 43 32

美國 69 72 54

法國 41 49

中國 41 57 37

德國 53 62 36

義大利 52 32

When managing and being managed

Seek to integrate personality with authority within the group.Give attention to espirit de corps, morale and cohesiveness.Have low job turnover and mobility.Extol the whole group and avoid showing favoritism.Hold up superordinate goals for all th meet.

Communitarians

Neutral vs affective

Should the nature of our interations be objective and detached, or is expressing emotion acceptable?

When our approach is highly emotional we are seeking a direct emotional response.

Reveal thoughts and feelings verbally an non-verbally Transparency and expressiveness release tensions Emotions flow easily, effusively, vehemently an without inhibition. Heated,vital, animated expressions admires. Touching, gesturing and strong facial expressions common. Statements declaimed fluently and dramatically.

affectiveDo we display our emotions? Do we display our emotions?

Do we display our emotions?

FINDINGS: Neutral vs affective

國別 F 6.1

Feeling upset at work

日本 74

美國 43

法國 30

中國 55

德國 35

義大利 33

When managing and being managed

Avoid detached, ambiguous and cool demeanor. This will be Interpreted as negative evaluation, as disdain , dislike and social distance. You are excluding them from “the family.”If you discover whose work , energy and enthusiasm has been invested in which projects, you are most likely to appreciate tenacious positions.

Tolerate great “surfeits ”of emotionality without getting intimidated or coerced and moderate their importance.

Affective

Specificity vs diffuseness

Indirect, circuitous, seemingly”aimless” forms of relating

Ecasive, tactful, ambiguous, even opaque Highly situatioinal morality depending upon the pe

rson and context encountered.

Diffiuse

How far do we get involved?

FINDINGS: Specificity vs diffuseness

國別 F 7.3 F 7.4 F7.6

Paint the house

Circling round or getting straight to the

point

Should the company provide

housing?

日本 71 diffuse 45

美國 82 85

法國 88 diffuse 81

中國 32 diffuse

德國 83 65

義大利 diffuse

FINDINGS: diffuseness

When managing and being managed

Management is a continuously improving process by which quality improves.Private and business issues interpenetrate. Consider an employee’s whole situation before you judge him or her.Ambiguous and vague instruction are seen as allowing subtle and responsive interpretation through which employee can exercise personal judgment.End reports with a concluding overview.

Diffuse-oriented

Achievement-oriented vs. ascription-oritented

Ascription means that status is attributed to you by birth, kinship,gender or age, but also by your conncetions.

Extensive us of titles,especially when these clarify your status in the organization.

Respect for superior in hierarchy is seen as a measure of your commitment to the organization and its mission.

Most senior managers are male, middle-age and qualified by their background.

Ascription-oritented

Do we have to prove ourselves to receive status or is it given to us?

FINDINGS: Achievement-oriented vs. ascription-oritented 國別 F 8.1 F8.2

Acting as suits you even if nothing is

achieved

Respect depends on family background

日本 26 79

美國 75 87

法國 33 83

中國 28 81

德國 40 74

義大利 33 80

When managing and being managed

Respect for a manager is based on seniority.MBO and pay-for-performance are less effective than direct rewards from the manager.Decisions are challenged by people with higher authority.

Ascription--oriented

Past ,present and future-oriented culture

Do more than one activity at a time. Appointments are approximate and subject to “giving

time” to significant others.

Schedules are generally subordinate to relationships. Strong preference for following where relationships

lead.

Synchronic

Do we do things one at a time or several things at once?

FINDINGS: Past ,present and future-oriented culture

國別 F 9.2 F 9.3 F 9.4

Long versus short-termisn: time horiz

on

Average time horizon:past

Average time horizon:future

日本 4.72 5.2 5.52

美國 4.3 4.69 4.93

法國 4.89 5.58 5.36

中國 5.07 5.84

德國 4.67 5.29 5.1

義大利 4.44

FINDINGS: Past ,present and future-oriented culture

FINDINGS: Past ,present and future-oriented culture

Internal control vs external control

Often flexible attitude, willing to compromise and keep the peace

Harmony and responsiceness, that is , sensibility Focus in the “other”, that is customer , partner, col

league Comfort with wave, shifts,cycles if these are “natu

ral”.

external control

Do we control our environment or work with it ?

FINDINGS: EXTERNAL CONTROL

國別 F 10.1 Controlling nature

F10.2 The captains of their fate

日本 19 63

美國 32 82

法國 46 76

中國 22 39

德國 30 66

義大利 31 72

When managing and being managed

Softness, persistence , politeness and long, long patience will get rewards.It is most importance to “maintain your relationship.”Win together, lose apart.

Externally controlled

Other findings

階層制度 內與外 家元組織 終身雇用制

階層制度

age 、 sex 、 generation

對於階層制度的信賴是日本的核心

女性的地位在男人之下

各守本位

呆板而善變

內與外 非社交性

只屬於一個團體

不同組織就不會交談

家元組織• Ie vs Jia• associations of unrelated people who behave as if they were r

elated. • Authority within the iemoto group is hierarchical( 階級式 ) and paternalistic( 父系制度 ).• consitute the struture of virtually all organizations in Japan, including business organizations. (by a anthropologist Francis

Hsu)• 忠心思想

終身雇用制 社會互惠義務感 moral obligation is a two way street 婚喪喜慶、財務問題、作媒、家人有困難、 社交聯誼、員工旅遊、運動會 “a good foreman looks at his workers as a father does his c

hildren ” usually elicits strong assent. 87% agree that “looks after you personlly in matters not co

nnected with work”

參考書目菊花與劍，潘乃德博士著、黃道琳譯，桂

冠： 1991 初版信任，法蘭西斯．福山著、李宛蓉譯，立

緒文化：民 93 初版TRUST ， Francis Fukuyama

Japanese Business Meeting Etiquette(1)

Appointments are required and, whenever possible,should be made several weeks in advance. 必須早在幾個禮拜前就要約好時間 It is best to telephone for an appointment rather than send a letter, fax or email.用電話做確認比用寄信 ( 寄電子郵件 ) 或是傳真好

Appointment先約時間

Japanese Business Meeting Etiquette(2)

Punctuality is importment.守時很重要Arrive on time for meetings and expect your Japanese colleagues will do the same.自己要守時因為日本團隊也期待你守時

Punctuality 守時

Japanese Business Meeting Etiquette(3)

Greetings in Japan are very formal and ritualized.打招呼在日本是很算很正式及很儀式化的行為It is important to show the correct amount of respect and deference to someone based upon their status relative to your own.打招呼可以顯現出你對對方的尊敬

Greetings打招呼

Japanese Business Meeting Etiquette(4)

  It can be seen as impolite to introduce yourself, even in a large gathering.縱使是在大的聚會，盡可能還是做自我介紹

introduce yourself自我介紹

Japanese Business Meeting Etiquette(5)

Foreigners are expected to shake hands,the traditional form of greeting is the bow. 日本人希望外國人能夠握手How far you bow depends upon your relationship to the other person as well as the situation. The deeper you bow, the more respect you show.握手握的越緊，越受尊敬

shake hands握手

Japanese Business Meeting Etiquette(6-1)

Business cards are exchanged constantly and with great ceremony.交換名片是有禮貌的Invest in quality cards.用品質好一點的名片Always keep your business cards in pristine condition.名片不要受損It is wise to have one side of your business card translated into Japanese.名片必須對著要收的一方Give your business card with the Japanese side facing the recipient.印有日本字的那一邊要對著對方

Business cards are exchanged交換名片

Japanese Business Meeting Etiquette(6-2)

Make sure your business card includes your title, so your Japanese colleagues know your status within your organization.確定名片上有職稱及公司Business cards are given and received with two hands and a slight bow.用兩手收名片 During a meeting, place the business cards on the table in front of you in the order people are seated.面談時請將名片放在你的前面When the meeting is over, put the business cards in a business card case or a portfolio.面談結束後要將明片收好在明片夾

Business cards are exchanged交換名片

Japanese Business Meeting Etiquette(7)

If you respond quickly and with excellent service, you prove your ability and trustworthiness.很快回應而且有好的服務可以證明你的能力及真誠

respond quickly要很快回應

Japanese Business Meeting Etiquette(8)

Never refuse a request, no matter how difficult or non- profitable it may appear. The Japanese are looking for a long-term relationship.不論多困難，最好不要回絕對方請求

Never refuse a request不要拒絕日本人的請求

Japanese Business Meeting Etiquette(9)

They have a difficult time saying 'no', so you must be vigilant at observing their non-verbal communication.日本人很難說不，所以要注意他們非言語上的溝通訊息

Difficult to say 'no'很難說不

Japanese Business Meeting Etiquette(10)

It is best to phrase questions so that they can answer yes. For example, do you disagree with this? 用問的方式日本人比較容易回答

to phrase questions要以疑問句問對方問題

Japanese Business Meeting Etiquette(11)

Group decision-making and consensus are important.團隊決策及意見是很重要的

Group decision-making團隊決策

Japanese Business Meeting Etiquette(12)

The Japanese often remain silent for long periods of time. Be patient and try to work out if your Japanese colleagues have understood what was said.日本人會沉默一段時間，因此要有耐心等Never lose your temper or raise your voice during negotiations.協商時要有耐心

Never lose your temper不要沒有耐性

Japanese Business Meeting Etiquette(13)

Japanese prefer broad agreements and mutual understanding so that when problems arise they can be handled flexibly.

日本喜歡相互了解這樣他們可以更有彈性處理事情

broad agreements and mutual understanding較廣的協定及相互了解

Japanese Business Meeting Etiquette(14)

The Japanese do not see contracts as final agreements so they can be renegotiated.日本不會視契約是最後的約定，因為契約是可以重新談的

do not see contracts as final agreements不會視契約是最後的約定

DiscussionDiscussion Discussion

Question oneQuestion one在你印象中日本是什麼樣的一個民族在你印象中日本是什麼樣的一個民族 ??

Question twoQuestion two你有到過日本或去過日本管理的公司嗎你有到過日本或去過日本管理的公司嗎 ?? 從從 TromTrompenaars’penaars’ 的文化差異面向你有發現哪些與作者的文化差異面向你有發現哪些與作者相同或相異的事情相同或相異的事情 ??