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Cross-cultural Management: With globalization now a common phenomenon in world business, companies must adopt cross-cultural management practices in order to operate successfully in different countries (Jacob, 2003). American companies that cooperate with Japanese businesses must understand Japanese culture. One important Japanese culture is the emphasis on teamwork and collaborative approaches to work. Japanese businesses prefer working in teams as opposed to as individuals in order to achieve organizational goals.
In addition, American businesses must not chastise their Japanese business partners in public in an embarrassing manner. Managers must correct any mistakes made or solve disagreements dutifully to avoid creating disharmony. Japanese remove their shoes whenever they enter a house with a tatami reed mat laid on the wall. Westerners visiting officers or restaurants with tatami should be aware of this custom and remove their shoes before entering these offices. Mc Farlin & Sweeney (2014) explain that Japanese managers allocates more time and concerted efforts to ensure that work groups operate efficiently.
Japanese managers encourage equal participation with harmonious working conditions. Japanese managers recognize and award exemplary group performance as opposed to individual performance. This is as opposed to among US companies that emphasize on individual achievement. American corporations discourage extreme group harmony. They argue that extreme group harmony causes groupthink, which may lead to ineffective decision making. Another Japanese social custom pertains the giving or receiving of business cards.
The Japanese receive and give business cards in a courteous manner. They receive business cards with both hands and read them before keeping them. Giving cards with one hand is a sign of disrespect. The Japanese approach of allowing a free organizational structure is likely to improve employee satisfaction (Primecz, Romani & Sackmann, 2011). The US companies of fostering both individual and teamwork performance is likely to enhance company performance by setting both individual and team targets.
ReferencesJacob, N. (2003). .Intercultural management. London: Kogan Page Ltd.Mc Farlin, .D & Sweeney, .P (2014). International Management: Strategic Opportunities & Cultural Challenges. New York, NY: Routledge. Primecz, H., Romani, L., & Sackmann, S. (2011). .Cross-cultural management in practice: Culture and negotiated meanings. Cheltenham: Edward Elgar.