日本文化及对企业的影响

专题3：Japanesecultureanditsinfluenceonbusiness日本文化以及對企業的影響,Troupenarrsapproach,JapanandTroupenaars,Japanesebusinessculture,1.Whyweshouldlearnculture?2.CriticalappraisalofTrompenaarsapproachtoculture3.Understandingofculturedifference,1.Troupenaarsfinding:Thesevendimensionsofculture2.Otherfindings,MeetingEtiquetteandculture,OUTLINE,Whyweshouldlearnculture?Culturedirectsouractions,Auseualwayofthinkaboutwhereculturecomesfromisthefollowing.Cultureisthewayinwhichagroupofpeoplesolveproblemsandreconcliesdilemmas.,Theimpactofcultureonbusiness,helppeoplesolveproblems,Eventhenotionofhuman-resouremanagementisdifficulttotranslatetootherculture.Theinternationalizationofbusinessliferequiresmoreknowledgeofculturalpattern.,Thebookisaboutculturaldifferenceandhowtheyaffecttheprocessofdoingbusinessandmanaging,Nooperationalisationofculturedifference.Dependancyofdifferenceoneachother.,UnderstandingofculturebasedonScheinCulturedifferencemainlyderivedfromparsonsCulturaldifferencebasedonHallpartiallytakeninaccountIntegrativeandinterdisciplinaryapproach,takesaccountofdifferentapproachesandresearchaspects.Demonstrationofthehandlingofculturedifference,CriticalappraisalofTrompenaarsapproachtoculture,Understandingofculturedifference:,Theouterlayer:explicitproductsThemiddlelayer:normsandvaluesThecore:assumptionsaboutexistence,culturalmodel,RelationshipswithpeopleUniversalismversusparticularismIndividualismversuscommunitarianismIndivalversusemotionalSpecificversusdiffuseAchievementversusascriptionAttitudestotimeAttitudestotheenvironment,Thebasisofculturaldifference,Theouterlayer:explicitproductsTheouterlayer:explicitproductsWhatarethefirstthingsyouencounteronaculturallevel?MostlikelyisnotthestrangecombinationofnormsandvaluessharedbytheBurundisthatcatchesyourattentionfirst.Explicitcultureistheobservablerealitofthelanguage,food,builiding,house,moonoument,agriculture,shrines,markets,fashionsandart.Theyarethesymbolicandobservablelevel.,Themiddlelayer:normsandvalues.Explicitculturereflectsdeeperlayersofculture,thenormsandvaluesofanindividualgroup.Normarethemutualsenseagrouphasofwhatisright“and“wrong.”Normscandeveloponaformallevelaswrittenlaws,andonaninformallevelassocialcontrol.Values,ontheotherhand,determinethedefinitionof“goodandbad”SomeJapanesemightsaythatbowbecausetheyliketogreetpeople:thatisavalue.Othersmightsaytheydontknowwhyexpectthattheydoitbecausetheothersdoittoo.,Culturalisexperiencedasdifferentlayers.Tounderstandit,onehastoremovelayerafterlayer,likepeelingonion.,culturemodel,Thecore:assumptionsaboutexistenceToanswerquestionsaboutbasicdifferenceinvaluesbetweenculturesitisnesceearytogobacktothecorefohumanexistence.Themostbasicvaluepeoplestriveforissurival.Thebestwaytotestifsomethingisabasicassuptionsiswhenthequestionprovlkesconfusionorirritation.ex.Japanesebowdeeperthanothers.,culturemodel,assumptionsaboutexistence,normsandvalues,explicitproducts,Thesevendimensionsofculture,UniversalismvsParticularismIndividualismvsCommunitarianismSpecificvsDiffuseAffectivevsNeutralAchievementvsAscriptionSequentialvsSynchronicculturesInternalvsExternal,Universalistvsparticularist,Inparticularistculturefargreaterattentionisgiventotheobiligationsofrelationshipsanduniquecircumstance.Particularistjudgmentsfocusontheexceptionalnatureofpresentcircumstance.Focusismoreonrelationsthanonrules.Legalcontractsarereadilymodified.Atrustworthypersonistheonewhohonorschangingmutualities.,Particularist,Whatismoreimportant-rulesorrelationships?,FINDINGS:Universalistvsparticularist,Whenmanagingandbeingmanaged,Buildinformalnetworksandcreateprivateunderstandings.Trytoalterinformallyaccustomedpatternsofactivity.Modifyrelationswithyou,sothatyouwillmodifythesystem.Pullleversprivately.Seekfairnessbytreatingallcasesontheirspecialmerits.,Particularists,Individualismvscommunitarianism/collectivism,Dopeopleregardthemselvesprimarilyasindividualsorprimarilyasagroup?Morefrequentuseof“we”formDecisionsreferredbackbydelegatetoorganization.Peopleideallyachieveingroupswhichassumejointresponsibility.Vacationsonorganizedgroupsorwithextendedfamily.,communitarianism/collectivism,Dowefunctioninagrouporasanindividual?,FINDINGS:Individualismvscommunitarianism/collectivism,Whenmanagingandbeingmanaged,Seektointegratepersonalitywithauthoritywithinthegroup.Giveattentiontoespiritdecorps,moraleandcohesiveness.Havelowjobturnoverandmobility.Extolthewholegroupandavoidshowingfavoritism.Holdupsuperordinategoalsforallthmeet.,Communitarians,Neutralvsaffective,Shouldthenatureofourinterationsbeobjectiveanddetached,orisexpressingemotionacceptable?Whenourapproachishighlyemotionalweareseekingadirectemotionalresponse.Revealthoughtsandfeelingsverballyannon-verballyTransparencyandexpressivenessreleasetensionsEmotionsfloweasily,effusively,vehementlyanwithoutinhibition.Heated,vital,animatedexpressionsadmires.Touching,gesturingandstrongfacialexpressionscommon.Statementsdeclaimedfluentlyanddramatically.,affective,Dowedisplayouremotions?,Dowedisplayouremotions?,Dowedisplayouremotions?,FINDINGS:Neutralvsaffective,Whenmanagingandbeingmanaged,Avoiddetached,ambiguousandcooldemeanor.ThiswillbeInterpretedasnegativeevaluation,asdisdain,dislikeandsocialdistance.Youareexcludingthemfrom“thefamily.”Ifyoudiscoverwhosework,energyandenthusiasmhasbeeninvestedinwhichprojects,youaremostlikelytoappreciatetenaciouspositions.Tolerategreat“surfeits”ofemotionalitywithoutgettingintimidatedorcoercedandmoderatetheirimportance.,Affective,Specificityvsdiffuseness,Indirect,circuitous,seemingly”aimless”formsofrelatingEcasive,tactful,ambiguous,evenopaqueHighlysituatioinalmoralitydependinguponthepersonandcontextencountered.,Diffiuse,Howfardowegetinvolved?,FINDINGS:Specificityvsdiffuseness,FINDINGS:diffuseness,Whenmanagingandbeingmanaged,Managementisacontinuouslyimprovingprocessbywhichqualityimproves.Privateandbusinessissuesinterpenetrate.Consideranemployeeswholesituationbeforeyoujudgehimorher.Ambiguousandvagueinstructionareseenasallowingsubtleandresponsiveinterpretationthroughwhichemployeecanexercisepersonaljudgment.Endreportswithaconcludingoverview.,Diffuse-oriented,Achievement-orientedvs.ascription-oritented,Ascriptionmeansthatstatusisattributedtoyoubybirth,kinship,genderorage,butalsobyyourconncetions.Extensiveusoftitles,especiallywhentheseclarifyyourstatusintheorganization.Respectforsuperiorinhierarchyisseenasameasureofyourcommitmenttotheorganizationanditsmission.Mostseniormanagersaremale,middle-ageandqualifiedbytheirbackground.,Ascription-oritented,Dowehavetoproveourselvestoreceivestatusorisitgiventous?,FINDINGS:Achievement-orientedvs.ascription-oritented,Whenmanagingandbeingmanaged,Respectforamanagerisbasedonseniority.MBOandpay-for-performancearelesseffectivethandirectrewardsfromthemanager.Decisionsarechallengedbypeoplewithhigherauthority.,Ascription-oriented,Past,presentandfuture-orientedculture,Domorethanoneactivityatatime.Appointmentsareapproximateandsubjectto“givingtime”tosignificantothers.Schedulesaregenerallysubordinatetorelationships.Strongpreferenceforfollowingwhererelationshipslead.,Synchronic,Dowedothingsoneatatimeorseveralthingsatonce?,FINDINGS:Past,presentandfuture-orientedculture,FINDINGS:Past,presentandfuture-orientedculture,FINDINGS:Past,presentandfuture-orientedculture,Internalcontrolvsexternalcontrol,Oftenflexibleattitude,willingtocompromiseandkeepthepeaceHarmonyandresponsiceness,thatis,sensibilityFocusinthe“other”,thatiscustomer,partner,colleagueComfortwithwave,shifts,cyclesiftheseare“natural”.,externalcontrol,Dowecontrolourenvironmentorworkwithit?,FINDINGS:EXTERNALCONTROL,Whenmanagingandbeingmanaged,Softness,persistence,politenessandlong,longpatiencewillgetrewards.Itismostimportanceto“maintainyourrelationship.”Wintogether,loseapart.,Externallycontrolled,Otherfindings,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,IevsJiaassociationsofunrelatedpeoplewhobehaveasiftheywererelated.Authoritywithintheiemotogroupishierarchical(階級式)andpaternalistic(父系制度).consitutethestrutureofvirtuallyallorganizationsinJapan,includingbusinessorganizations.(byaanthropologistFrancisHsu)忠心思想,終身雇用制,社會互惠義務感moralobligationisatwowaystreet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“agoodforemanlooksathisworkersasafatherdoeshischildren”usuallyelicitsstrongassent.87%agreethat“looksafteryoupersonllyinmattersnotconnectedwithwork”,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，FrancisFukuyama,JapaneseBusinessMeetingEtiquette(1),Appointmentsarerequiredand,wheneverpossible,shouldbemadeseveralweeksinadvance.必須早在幾個禮拜前就要約好時間Itisbesttotelephoneforanappointmentratherthansendaletter,faxoremail.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,JapaneseBusinessMeetingEtiquette(2),Punctualityisimportment.守時很重要ArriveontimeformeetingsandexpectyourJapanesecolleagueswilldothesame.自己要守時因為日本團隊也期待你守時,Punctuality守時,JapaneseBusinessMeetingEtiquette(3),GreetingsinJapanareveryformalandritualized.打招呼在日本是很算很正式及很儀式化的行為Itisimportanttoshowthecorrectamountofrespectanddeferencetosomeonebasedupontheirstatusrelativetoyourown.打招呼可以顯現出你對對方的尊敬,Greetings打招呼,JapaneseBusinessMeetingEtiquette(4),Itcanbeseenasimpolitetointroduceyourself,eveninalargegathering.縱使是在大的聚會，盡可能還是做自我介紹,introduceyourself自我介紹,JapaneseBusinessMeetingEtiquette(5),Foreignersareexpectedtoshakehands,thetraditionalformofgreetingisthebow.日本人希望外國人能夠握手Howfaryoubowdependsuponyourrelationshiptotheotherpersonaswellasthesituation.Thedeeperyoubow,themorerespectyoushow.握手握的越緊，越受尊敬,shakehands握手,JapaneseBusinessMeetingEtiquette(6-1),Businesscardsareexchangedconstantlyandwithgreatceremony.交換名片是有禮貌的Investinqualitycards.用品質好一點的名片Alwayskeepyourbusinesscardsinpristinecondition.名片不要受損ItiswisetohaveonesideofyourbusinesscardtranslatedintoJapanese.名片必須對著要收的一方GiveyourbusinesscardwiththeJapanesesidefacingtherecipient.印有日本字的那一邊要對著對方,Businesscardsareexchanged交換名片,JapaneseBusinessMeetingEtiquette(6-2),Makesureyourbusinesscardincludesyourtitle,soyourJapanesecolleaguesknowyourstatuswithinyourorganization.確定名片上有職稱及公司Businesscardsaregivenandreceivedwithtwohandsandaslightbow.用兩手收名片Duringameeting,placethebusinesscardsonthetableinfrontofyouintheorderpeopleareseated.面談時請將名片放在你的前面Whenthemeetingisover,putthebusinesscardsinabusinesscardcaseoraportfolio.面談結束後要將明片收好在明片夾,Businesscardsareexchanged交換名片,JapaneseBusinessMeetingEtiquette(7),Ifyourespondquicklyandwithexcellentservice,youproveyourabilityandtrustworthiness.很快回應而且有好的服務可以證明你的能力及真誠,respondquickly要很快回應,JapaneseBusinessMeetingEtiquette(8),Neverrefusearequest,nomatterhowdifficultornon-profitableitmayappear.TheJapanesearelookingforalong-termrelationship.不論多困難，最好不要回絕對方請求,Neverrefusearequest不要拒絕日本人的請求,JapaneseBusinessMeetingEtiquette(9),Theyhaveadi