INDIVIDUALISM vs COLLECTIVISM Describe cases of Japanese business practices and/or characteristics regarding collectivism in comparison with business in individualism society. GROUP B: Sze Yui Ng, Ziyun Jenny Wu, Lee Chee How 1 INDIVIDUALISM vs COLLECTIVISM AS SEEN BY HOFSTEDE • One of the 5 Dimensions of National Cultures introduced by Geert Hofstede • Individualist society: Individuals take care of themselves and their immediate relatives only. • Collectivist society: Individuals hold expectation that the larger group will protect and take care of them. • Here we contrast Japan ( average collectivist society according to Hofstede) with more individualist countries such as the United States and France. 10/05/2012 JAPANESE BUSINESS CULTURE PROGRAMME I/ 2 CONCEPTIONS OF THE DIVISION OF LABOUR II/ THE IMPACT OF CULTURAL DIFFERENCES IN THE RECRUITMENT PROCESS III/ THE PROMOTION SYSTEM IN JAPAN vs COLLECTIVIST SOCIETIES 10/05/2012 JAPANESE BUSINESS CULTURE I/STRUCTURAL DIFFERENCES Keiretsu The shared responsibility ‘KEIRETSU’ - A family of firms Domestic Family Corporate Family Sharing weal and woe Earning profits together; sharing losses Blood ties, emotional links Cross-shareholding, financial links Members play different roles Division of labor 10/05/2012 JAPANESE BUSINESS CULTURE COMPANY ORGANISATION IN JAPAN • Horizontal – KEIRETSU MODEL Example: the Mitsubishi Group 10/05/2012 Industry Member Company Banking Bank of Tokyo-Mitsubishi Trust Banking Mitsubishi Trust & Banking Life Insurance Meiji Mutual Life Marine & Fire Insurance Tokio Marine & Fire Trading Company Mitsubishi Trading House Steel Mitsubishi Steel Manufacturing Chemicals Mitsubishi Gas JAPANESE BUSINESS CULTURE Chemicals COMPANY ORGANISATION IN JAPAN • Vertical Example: Nissan Motor Parts Akebono Brake Industries (16%) … 10/05/2012 Assembly Nissan Diesel Motor (40%) … JAPANESE BUSINESS CULTURE Distribution Nissan Prince Tokyo Auto Sales (73%) … SHARED RESPONSIBILITY Japanese Firm (e.g. Bank of TokyoMitsubishi) Western Firm (e.g. Apple) Decision-making Group consensus Individual initiative Blame/ Credit Team Department Firm Team Leader Department Head CEO Job description Undefined Clear cut Philosophy Win-win Personal success 10/05/2012 JAPANESE BUSINESS CULTURE II/IMPACT OF CULTURAL DIFFERENCE The recruitment process RECRUITMENT PROCESS AND HR POLICIES • ALTHOUGH ALL RECRUITERS LOOK AT THE SAME BASIC INFORMATIONS… -Age -Educational background, language skills -Proof of leadership, hobbies • … THE RECRUITMENT PROCESS DIVERGES IN JAPAN FROM MOST COLLECTIVIST SOCIETIES FOR CULTURAL REASONS 10/05/2012 JAPANESE BUSINESS CULTURE DURKHEIM’s THEORY ON THE DIVISION OF SOCIAL LABOUR MECHANICAL SOLIDARITY Japan ORGANIC SOLIDARITY The US, France Looking for SIMILARITY in candidates How well will he fit in? Searching for COMPLEMENTARITY What is the special skill that the candidate possesses? Training the newcomers to adopt corporate culture, develop transversal relationships Getting ready-made staff that has expertise on a specific domain Encouraging POLYVALENCE through LATERAL PROMOTIONS Encouraging EXPERTISE and strong DIFFERENTIATION in the division of labour 10/05/2012 JAPANESE BUSINESS CULTURE HR IMPLICATIONS FOR COMPANIES Very vague contract Graduates apply for a company, not position Long integration Lateral mobility • The graduate from applies for a large company with a good reputation as employer ( Mitsubishi, Toyota…) Lack of experience not a handicap • He will spend his first years working in ‘Ka’ (workgroups) Little differentiation among juniors • After 10/15 years promotions less automatic= more individual. Meanwhile, the company has taken care of every aspect of his employee’s life = loyalty and commitment 10/05/2012 JAPANESE BUSINESS CULTURE HR IMPLICATIONS FOR COMPANIES Very detailed contract Strict prerequisites on application Integration in restricted team Expertise and differentiation • The graduate from applies if he meets the prerequisites • Previous experience is appreciated • Recruiters focus on PERSONALITY and personal stories Acceptable originality is encouraged • The contract signed is very detailed • After joining, he works closely with his immediate group But promotions are linked to his own ability to network and produce high performance. 10/05/2012 JAPANESE BUSINESS CULTURE TIME TO MOCK THE FRENCH A LITTLE BIT… POSITION/ TITLE FINEST DESCRIPTION OF ALL THE TASKS POSITION IN THE HIERARCHY ‘PROFILE’ -educational bg + experiences -technical skills -moral qualities 10/05/2012 JAPANESE BUSINESS CULTURE III/ PAY & PROMOTION SYSTEMS Japan vs Collectivist societies PAY AND PROMOTION SYSTEM Japan Individualist Societies Seniority-based Performance-based • One will be promoted according to his/her age and length of service in the firm • One will be promoted according to his/her own ability and working performance • Base pay will be increased with the • Salary is not related to age and years of increase in age and years of service (But service one’s job and skills will also be considered) • One starts with an entry-level position when he/she just enters the firm • One can enter a firm with different position, e.g. Director or Section Head • Rigid hierarchical order is created and one must respect senior workers • Young workers can be the head of the department or even the firm 10/05/2012 JAPANESE BUSINESS CULTURE POSITION OF THE JOB Japan Collectivist Societies automatic shift within the company Fixed position • One will be shifted to various departments or even other branch offices every two to five years • One will work in a specific post without shifting within the firm • Aims to increase the sense of belonging • Specialist is needed instead of to the company along with the deeper generalist understanding of the operation of the firm and to establish contacts with other workers in other department 10/05/2012 JAPANESE BUSINESS CULTURE JAPAN: Bank of Tokyo- Mitsubishi • A graduate works as an employee (Shain 社員), when he/she just enters the bank. • He/she will be promoted to Project Head (Shunin 主任 ),Section Head (Kacho 課長), Division Manager (Bucho 部長) or even Director along with the increase of length of service in the firm • He/she may even shifts to oversea branches • Most of the works will be done in groups • Vertical relationship between senior and junior workers is important and close 10/05/2012 JAPANESE BUSINESS CULTURE UNITED STATES: Apple • A new employee can enter the firm by working as a salesperson in retail store or as a application software engineer • Promotion of the job will depend on working performance • Development of new products will be done in groups, but individual assignments are also given. • Individual strength is stressed • Vertical and horizontal relationship is not close • Workers will try their best to separate the work and their own private life 10/05/2012 JAPANESE BUSINESS CULTURE