Professional Documents
Culture Documents
PESTEL ANALYSIS
Political e-governance initiatives - greater transparency to Japanese politics and improve political administration diplomatic row with North Korea - provocative actions have led to the destabilization of peace in the region. Economic The second country after China with official foreign reserves exceeding $1tn. Earthquake and tsunami had a detrimental effect on business and economy, wiped out towns and industrial zones that supplied essential components. The supply disruption
Social Government to alleviate the declining birth rate. The population that contributes to the labor force (1564 years) has steadily - shortage of both labor and industrial productivity. Technological Government expenditure on R&D has increased by around 36% from $128bn in 2001 to $174bn in 2010. Faces challenges from China and India, both of which have R&D, low costs and skilled labor
Environmental Registered with the UN its intention to slash greenhouse gas emissions by 25% from 1990 levels by 2020. One of the largest producers of CO2 in the world. Legal In December 2010, the country announced plans to reduce its effective corporation tax rate from 40.9% to around 36%. World Bank's 2011 Doing Business Report- getting a business up and takes Min.8 procedures and 23 days, which is both a longer period of time and greater level of complexity than the OECD avg. of 5.6 procedures and 13.8 days.
On a trip to Japan the president of a large American electrical appliances company visited one of the factories of a leading Japanese manufacturer. When he was shown the production line, he was utterly amazed at the workers absorption in their simple task and the diligence and precision of the women workers. He was so impressed, and believed it so important to analyze their motivation, that the president extended his stay in Japan. Thinking it might explain the difference in labor productivity between Americans and Japanese, he tried hard to discover the key to their work attitudes. He observed the same women as they worked on the assembly line for several days, until he finally decided that the way these women approach their work reflect something of japans traditional spirit. They appear to work in exactly the same spirit as they might perform traditional arts, like flowers arranging or tea ceremony. These girls are not just mindlessly moving their hands as they work; they seem to find some delicate diversity in apparently repetitive and simple functions. As a result, their skills improve dramatically.
Organizational Commitment
There are two schools of thought about commitment. The from control to commitment school, was led by Walton (1985), who saw commitment strategy as a more rewarding approach to human resource management, in contrast to the traditional control strategy. Japanese/excellence school, is represented by writers such as Pascale and Athos (1981) and Peters and Waterman (1982), who looked at the Japanese model and related the achievement of excellence to getting the wholehearted commitment of the workforce to the organization.
Ethnocentric
Atsushi Toyoshima Managing Director of Toyota Kirloskar Motor Pvt. Ltd(TKM). Shinzo Nakanishi Managing Director and CEO of Maruti Suzuki India Ltd. Tatsuya Shinkai Chairman of Suzuki Motorcycle India Private Limited Masaru Tamagawa Managing Director, Sony India
Current Scenario
External forces in Japan: High fixed labor cost Economic downturn and competitive business environment Increased importance of profitability as a measure of corporate performance Changing work values of younger workforce Change of management values to securing and retaining highly-competent employees
Criticisms to CJHRMS
CJHRMS are simply incompatible with a globalized future. There is tendency with Japanese firms to lose highly-competent staff to other multinational corporations (MNCs) due to less attractive SWS. Cornered by various changes such as globalization, prolonged recession, high fixed labor cost and the changing work values, Japanese firms have begun to recognize the need to modify CJHRMS to secure a highly-competent pool of workforce for sustaining a competitive edge.
Power distance
India
Score - 77 Score - 54
Japan
of
their
hierarchical
Accepted by the population as a position in any social setting cultural norm Social inequality is accepted However, it is not as hierarchical as India Education system : everybody is
Leaders are expected to be decisive There is no one top guy and self-sufficient Subordinates should know there born equal and anyone can get ahead place and not question their and become anything if works hard enough
superiors
Individualism
Masculinity / Femininity
India
Score 56
Japan Score 95 Employees are most motivated when they are fighting in a winning Drive for excellence
Masculine but more feminine than One of the most masculine societies
Japan Quality of life is the sign of success
Uncertainty avoidance
India Score 40 Score 92 of the most uncertainty Japan
avoiding countries
Uncertain situations and conditions Japan is constantly threatened by are viewed as part of the job More tolerant and flexible natural disasters Lot of time and effort is put into
Have fewer rules and regulations taking any decision with which to attempt control
Need for global mindset Overcome the cultural differences Being open minded Comfort with diversity Cultural integration Interest in history, geography and national phenomena Integrity in both ethical and intellectual matters Abstract thinking is essential Risk taking capability Cultural sensitivity