Project #121456 - 250 RESPONSE w/multiple sources on Hofstede’s 4 Value Dimensions

Need a RESPONSE that either CHALLENGES or SUPPORTS text below AND answers any questions asked.

250 word minimum, APA format (no title page needed though), MULTIPLE sources.

As a director in the management team of an American multinational corporation expanding into Japan, there are a number of considerations that I would take from the data available from Hofstede's national culture dimensions. For the sake of this activity, I chose Japan due to the intricate nature of their corporate culture, the values of respect, and their leadership and innovation that can be seen worldwide. Each country is different and unique; while the operations in Vietnam may be centralized around manufacturing and distribution operations, China as a major shipping and manufacturing hub, and Malaysia as a gateway to south-east Asia, there is great benefit to be had from understanding each of the countries' roles in this establishment.

Japan is a unique nation, specifically as it relates to its size, population density, level of education and social class population. Featuring above-average education levels as compared to the rest of the world, the Japanese also have a corporate culture and social culture unlike any other modern nation. Based on a cultural comparison generated from the Hofstede Centre's website, the Japanese and Americans are near polar opposites when it comes to the way they function in business: Individualism: the US tends to work independently with a score over 90 while the Japanese score 46. The US values "I" while the Japanese are more of a "we" society.

Masculinity: in a society such as the US where Feminism prevails along with equality in the workplace, it is expected to see number in the 60s. However, with the male-dominated culture of Japan, a score of 95 shows how women do not dominate their corporate and work-based landscape. Uncertainty Avoidance and Long Term Orientation: these numbers are reflected with the notion that Americans take much larger risks and are less inclined to make their plans looking forward to the long-term. The US scored a 46 in Uncertainty Avoidance and 26 in Long Term Orientation while Japan scored 92 and 88 respectively - this shows that the goals and plans in business are not only opposite, rather than the way business is run has completely opposite goals of how growth looks in the near and short term. Indulgence: finally, the Americans indulge at a higher rate than the Japanese. Here in the US, society definitely partakes in a "work hard, play hard" mentality, while, based on the numbers, Japan has less of the play aspect involved. What does this mean for the aspiring manager of the Asia region of a US-based company? It means that the same values and management styles involved in the day-to-day in the US office will not cut it in the Asia location. It means that sending over a female to launch and run the location would be detrimental to the success of the business as respect for women in the target market is not in line with the values of the destination country.

 

Individualism vs. collectivism is another issue definitely able to plague the relations between these two very unique groups of people; the divide between the American "I" mentality and the Japanese "we" mentality can leave a large group of people with a bitter taste in their mouths if the groups cannot learn to work together to ensure that the flow of projects and opportunities is conducive to the success of the organization.

In order to properly manage this organization when not only bringing in a foreign culture, but also placing people with two different work habits to function together and be productive, I would do a number of things to ensure proper collaboration and productivity. The solution stems from proper communication: what is most important is to make sure that all of the employees are on the same page, making sure that, while they come from different backgrounds and have different habits, that they can work cohesively and bring their strengths to the table in order to successfully provide a solution to any problem. By encouraging open communication in a "safe" environment, it is possible to create a nurturing space that generates productivity, hard work, and a positive demeanor that can allow two groups from polar opposite cultures to function together and make decisions that drive the business forward.

 

 

Subject Business
Due By (Pacific Time) 04/16/2016 05:00 am
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