Cross-Cultural Management: A Report and Analysis (INDU 1033)

This report, based on an interview with a Japanese engineer, delves into the intricacies of managing across cultures. It begins with a personal profile, detailing the engineer's background and insights into Japanese work culture, including workplace attire, communication styles, and work ethic. ...Read More

Managing across cultures

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Table of Contents
Task 1.........................................................................................................................................3
Introduction................................................................................................................................3
Description of interview.............................................................................................................3
Task 2.........................................................................................................................................4
Introduction:...............................................................................................................................4
Observation and reflection:........................................................................................................4
Kolb’s Experimental Learning Cycle.....................................................................................4
Diagram of Kolb’s learning cycle......................................................................................4
First Stage: Concrete Experience.......................................................................................5
Stage 2: Reflective Observation.........................................................................................5
Stage 3: Abstract Conceptualisation..................................................................................6
Stage 4: Active Experimentation.......................................................................................6
Task 3.........................................................................................................................................6
Introduction................................................................................................................................6
Analysis of case study................................................................................................................6
Major challenges and responsibilities faced by global managers..........................................7
Challenges related to communicating across cultures...........................................................8
Conclusion................................................................................................................................10
References................................................................................................................................11

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Task 1:
Introduction:
In this report a personal profile is created by taking the interview of a Japanese person. This
cultural interview consists of the wide information related to his demographic conditions
including details of his geographical area, the values and believes of the people of that
country, their preferences, likes, dislikes and opinions.
Description of interview:
I had to attend a business trip for meeting a client of Japan in a Japanese company. I spent
around one month over there because of some crucial business work. The person whom I met
(Name is not disclosed due to the security reasons) was working as an Engineer in a reputed
automotive industry. He has provided me very wide information about Japanese culture
during my stay in his country (Japan, 2020). He was twenty seven years old and working in
that company from last two years. He has father, mother and one younger brother in his
family. He graduated from the famous university of Japan named ‘The University of Tokyo’.
He was born and brought up in Tokyo and also graduated from there. He was working with
‘Toyota’ from last two years as an engineer (Japan, 2020).
He gave a brief knowledge about the culture of his country. The population of Tokyo is
around 92.7 lacks. So many people are working in Tokyo and they called ‘Salary men’ over
there. He said that they always prefer formal dresses at the work place. They prefer to use
black, navy blue, grey and white colours while dressing for their workplaces. They always
wear tie even in summers (YATA, 2009). Women also prefer the same colours in blazers and
skirts. They usually tie their hair in a ponytail. The working people of Japan rarely use bright
colours in their workplaces. He also stated that they never called the colleagues by their first
name. They always use their surname while talking. Using first name is considered very rude
in Japanese culture. The work culture in Japan is very different as compare the work culture
of London in UK (YATA, 2009).

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One very different characteristic of Japanese culture which I came to know after the interview
is that they always clarify even small decisions to their superiors. They believe in group work
and integrity. Taking decisions by their own without consulting to their superiors is found
highly ill-mannered in Japan. Whereas in UK, employee prefers to work alone, they try to
avoid team work and make at least small decision by their own (Japan, 2020).
As stated by ‘Steers’, culture may affect the cognitive process of person. I observed that
Japanese culture has a lot of influence on their work efficiency. After the interview, I came to
know that Japanese usually go for extra work even without extra pay. They are very much
dedicated towards work as comparative to the people of UK. But the health of Japanese are
keeping downgrading because of the extra work. The traditional form of greeting is bow.
Although, shake hands with done only by foreigners. Respect of seniors and superiors are
extremely mandatory in Japan (India, 2020).
According to the Global management model of Steers, if a manager want to be successful, he
has to adopt certain qualities of the culture of other country in which he is going to start or
deal related to his business. Some modifications in the nature of the global mangers are
essential in order to make themselves fit in the culture of other country (Shlomo Y. Tarba,
2017).
Task 2
Introduction:
In this segment, a reflection will be written on the bases of the interview that has been taken
by me in Japan. The major learning outcomes and impact of culture in workplaces will be
analysed.
Observation and reflection:
Kolb’s Experimental Learning Cycle
According to the Kolb’s Experiential Learning Cycle, there are four stages of learning cycle.
On the bases of the above interview the four stages of cycle are as follows:

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Diagram of Kolb’s learning cycle
First Stage: Concrete Experience
After analysing the interview I was aware about the special features of Japanese culture at
their workplaces. First of all they are really very hard workers as comparative to the workers
of other countries. They even do not mind on salary issues, they keep on hard and even extra
work without extra payment (Thiruchelvam, 2018). They always wear formals at their
workplaces with dark shades of colours. If a manager wants to be successful in Japanese
culture, he has to come in formal dresses at the workplace for placing a better image among
employee. Moreover using informal dresses with bright colours will certainly downgrade the
image of manger in the eyes of his subordinates or clients in Japan (Chattopadhyay, 2019).
I found that cultural complexities always take place when many of the employees of different
culture work together. It is really difficult to manage the cultural complexities by the mangers
for the smooth running of their business practices. Any new comer has to follow the work
ethics of Japanese culture for getting success in the business (Forum, 2020).
Kolb's
Experimental
learning cycle
Concrete
Experience
Reflective
Observations
Abstract
Conceptualisation
Active
Experimentation

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Stage 2: Reflective Observation
In Japan, the people strictly respect the elders and their bosses. Even the superiors also took
the advice of their subordinates into consideration. If a manager wants to be successful in
Japan, he has to respect his superiors as well as he has to believe in team management and
integrity. Team work with Kaizen theory (It is a special theory related to Japanese business
which consists of slow and continuous improvement in business operations) is an integral
part of the work culture of Japan. It is highly essential to for a global manager to fit according
to the work culture of japan while dealing with various business operations in Japan. Using
second name while talking with others and response against greeting in a proper manner are
essential part of Japanese work culture (Thiruchelvam, 2018).
Stage 3: Abstract Conceptualisation
I observed that there is a significant difference between the work culture of Japan and UK.
Japanese always prefer to take permission of their superiors even while taking small
decisions whereas the people of UK prefer to take their decisions by their own until it is very
crucial decision. However, Japanese work culture is very formal, tough and strict in nature in
comparison of work culture of UK (Kawon Kim, 2017).
Stage 4: Active Experimentation
According to the ‘Steers’, there is always an influence of culture over the employees.
Japanese always values for business ethics and morals. It is very hard to find any scam or
fraud in Japan whereas it is quite often to find scam in business practices of UK. Japanese
knows for their hard work and honesty throughout the world. Constant work with minimum
expectations from company is the major part of work culture in Japan (Busaya Virakul,
2019).
Task 3
Introduction
On the bases of various characteristics of analysis of case study, the challenges and
responsibilities of global managers will be scrutinized. The challenges related to multicultural
work groups and teams will also be analysed on the bases of different factors and scenarios
related to case study.

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Analysis of case study
According to the interview of the Japanese engineer and observation of the workplace during
business work, it was clearly noticed that Japanese are more disciplined and sincere towards
their work as comparative to employees of UK. They have different set of values and
perceptions (Valerie, 2018).
Major challenges and responsibilities faced by global managers
In any business sectors people comes from various culture and backgrounds. They have their
own believes and principles. In order to survive and successful in this globalised business
world, a manager need to adopt the changes according to the variation of work culture. As
discussed above using bright colours does not seem to be good from the point of view
Japanese employee. If a leader works for the Japanese employee or clients, he has to wear
formals with appropriate shades in order to look decent and formal (Allan Bird, 2016).
According to the ‘Steers’, in today’s global world, a manger require greater perceptual
accuracy for correctly perceived by others. As discussed with this case, the author went for a
business trip from UK to Japan. In this case, he has to inculcate the nonverbal language of
workplace of Japanese culture like dressing sense, greeting to others and preferences related
to group work. The business environment is kept on changing day by day and it is very
unpredictable (Constantinos N. Leonidou, 2019). Managers do not get sufficient time to tell
each and every aspect about their nature to others that is why for preventing themselves from
wrongly perceived by other country’s employee, it is better to behave according to their
culture without losing our personality (Paula Caligiuri, 2016).
Communication and co-ordination of plans, policies and objectives of business to the
employee of other countries is such a typical and challenging task for global managers. For
effective communication, it is highly essential to know about nonverbal language, gestures
and signs that are suitable and feasible according to the norms of other country (Christina
Michaud, 2014).
For example, Japanese believes in contribution of individual to the team work, if an
individual is performing very well but the group is not performing according to the
expectations then there is no meaning of individual’s hard work. Whereas, in UK
performance of individuals is separately measures irrespective of group performance. If a

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manager is dealing in Japanese Company, he has to aware about this concept of their work
(Staff, 2010).
UK has a lot of variety in culture of people whereas in Japan, most of the people belong to
the same culture. Their principles and values are also same, that is why many of the things
are understood at workplace without the official announcement. This is a very unique trait of
Japanese company which has to understand by a foreign manager or employee while working
in a Japanese company (YATA, 2009).
Challenges related to communicating across cultures
According to ‘Steers’, Understanding the people of different culture are a very difficult and
challenging for managers. Communication gap and misunderstandings is quite often in these
cases. For a global manager, it is very essential for giving a clear message to their
subordinates or colleagues in order to avoid misunderstandings (Richard Steers, 2016).
Understanding the various aspects of different culture is necessary for an effective
communication (Sean A. Newman, 2019).
As the interviewee Japanese superiors always prefer the choices of their subordinates and
even subordinates respect the decisions of superiors. Japanese always gives a lot of time on
meetings for making sure that everyone is in the favour in any business decisions taken by the
company (Kiyoshi, 2019). If a manager is working on a particular business decision in a
Japanese company, he has to be ensuring about the concern of everyone (Meyer, 2016).
Achieving the concern of every person in the organisation is not only requires a lot of time
but also it is quite difficult for a manager (Forum, 2020).
According to the case, Japanese never take work from home because they believe in team
work. In this case, if a person has to work with Japanese employee, he has to forget about the
concept of work from home which is quite common in UK (Iguchi, 2016).
The global managers have to deal with the challenges while working with multicultural work
groups and teams. According to the interviewee, Japanese believes in slow but continuous
improvement in business practices. They believe in active participation with all team
members. If a global manager wants to be successful while working with Japanese company,
he has to focus on the team work whereas giving focus on individual work. Japanese prefer
structured working style with full dedication (Lloyd, 2019). The global manager has to keep

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in mind that Japanese prefer to continue with the same company as long as possible.
Whereas, In UK change of companies is very common. Seniority is highly respected in Japan
and monitory rewards are provided on the bases of seniority rather than work. Global manger
has to deal with team members according to their seniority level rather than comparing their
work (Japan, 2020).
In Japan, employees are rarely told about their mistakes face to face. Japanese are believes in
behaving well and in a very polite manner despite of reality. The managers in Japan never tell
the employee about their mistakes directly on their face. They only announce that all the
employees have to avoid particular mistakes (Hiroyuki Suzuki, 2019). Now it is up to the
employees about recognising their mistakes. Japanese neither criticised nor laughed over the
conduct of others because it seems very rude in their culture. They even do not say ‘No’
directly to people on their face. They usually say ‘Yes’ or ‘If possible’ rather than saying
‘Not possible’ to others. They believe in positive face to face talking despite of knowing the
negative aspect of the conducts of persons. If a global manger is working with a team of
Japanese, he has to keep this method of communication in his mind. The global manger has
to speak in a very polite manner with his team members, if he wants to be successful leader in
Japanese company (Japan, 2020).
In the organisations of UK, employee does not strictly follow a certain respected words when
talking to their seniors in verbal or written form. But in Japan there is a huge difference when
talking with seniors and when talking with colleagues. Japanese use highly respected words
when talking to their seniors (Forum, 2020). Even there is a system ‘Keigo’ which measures
the use of respected words which an employee uses in his communication. The use of
respected words is very essential while working in Japan. Use of informal language with
seniors may even leads towards the termination of job. While working with multicultural
groups, an employee need to consider the specialities in communication techniques of
Japanese culture otherwise they may be perceive very negatively by their seniors and
colleagues (Iguchi, 2016).
While communicating with the customers of Japan, the global manager has to aware about
the values of Japanese people. The Japanese always prefer to meet their clients face to face
rather than telephonic or email contact. The clients of Japan also prefer meetings while
purchasing any services rather than getting information on telephone or e-mail. A global

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manager has to focus on meeting for Japanese clients for his success in business (India,
2020).
If a global manger is going to work with a Japanese firm, he has to aware about the use of
‘Business card’. However, business card is also used by UK managers but it is not mandatory
to use the business card in every meeting. But in Japan customers believes only in business
cards for the information of the products and company (Wiebke Reim, 2019). They believe
that social sites like Facebook, twitter are not the correct places where the person can found
the information about product and company. If a global manger wants to be successful in
Japan, he has to make a habit of providing business card in every meeting (Frege, 2013).
Japanese always prefer continuous work with maximum efforts over the quantity of work or
success is achieved. The failure in achieving the targets is easily forgiven in Japan if it is
considered that the person is doing work constantly with maximum efforts. On the other
hands, success is not that much important if the person is not doing the work continuously
(Kamm, 2019). That is why usually Japanese employee doing work for long hours without
considering their personal life and even health. If a global manger wants to be successful in
Japan, he has to keep in mind the basic work ethics of Japan (Emi Okazaki, 2019).
Conclusion
No doubt, it can be easily concluded that a global manager has to deal with various
challenges and responsibilities while working with the people of different culture. He has to
manage the challenges due to difference in cultural norms while working with multicultural
work groups and teams. On the bases of the above analysis, it can be said that there is a huge
difference in the work culture of Japan as comparative to work culture in UK. The success of
the global manager is depends up on his quality of communication and understanding of the
culture of Japanese employees.
Global managers have to inculcate the knowledge of other country’s language and their
cultures because they have to deal with the clients of different countries. Because of the
advanced technologies and global mind-set of companies, it became very easy to expand the
business or its operation in other countries but it is very difficult in understanding the
diversities in the culture of other countries without spending sufficient time with the people
of that country. Companies are facing a very tough competition from its rivals. For getting a

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competitive advantage over the rivals it’s highly essential to learn the culture of different
countries. For a successful global manger it is required to maintain a good relationship with
foreign countries and their clients in order to extend their business.

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