Introduction
This report delves into the examination of the impact of national culture on the contemporary organizational cultures as well its impact on the performance of companies in various countries. Moreover, the aim of this research paper is to analyze the case study of the national culture of Japan and its effects on organizational culture and business performance amongst the top Japanese multinational firms. The key rationales of the report are: (a) that national culture can impact organizational culture and philosophy and (b) that national culture will affect business performance of the Japanese companies as a result of modifications in organizational culture, and (c) that organizational culture and customs are uniform throughout the countries.
The study is designed to realize the following objectives:
1. To determine the core aspects of Japanese national culture and traditions by finding out the viewpoints of the senior executives;
2. To study main characteristics of national and organizational cultures and traditions as well the corporate performance of the Japanese multinational companies.
3. To create a structural model to relate with national culture, traditions, organizational culture and corporate performance of the Japanese companies.
National culture of the countries globally can have a deep impact on the contemporary organizational cultures ( Hofstede 1980; Aoki 1990; Axel 1995) and as a consequence of it companies performances can be impacted (Kotter & Heskett 1992; Cameron & Quinn 1999).In the modern businesses the global firms with its apparently typical organizational culture show special characteristics in various countries that can impact their business operations (Sathe 1983; Barlett & Yoshihara 198...
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...so reduced. The workers are trained to carry out several distinct assignments. In the Lean production system the tasks are de-centralised. There is no decision-making level in the organizational hierarchy. The Multi-functional team carries out administrative assignments. This is performed through the rotations of team leadership amongst the employees.
Consequently, the number of hierarchical levels in the organisation can be decreased. The number of operational fields that are the tasks of the team members rises (Kumazawa & Yamada 1989).
In a Multi-functional system it is important to offer data in time and constantly in the production flow. The manufacturing system is modifying and progressively complying with a more flexible system with the aim of modifying itself with the needs of the time; which may decrease expenditures of manufacturing and improve efficiency.
Just as there are cultures in larger human society, there seem to be cultures within organizations. These cultures are similar to societal cultures. They are shared, communicated through symbols, and passed down from generation to generation of employees. Many definitions of organizational culture have been proposed. Most of them agree that there are several levels of culture and that these levels differ in terms of their visibility and their ability to be changed.
The Effects of Organizational Structure, Culture and Management Style on the Performance of a Business
The United States business culture is based on a direct and informal approach. This means that “rolling your sleeves up” and getting down to business is respected and expected when working in the United States. (Executive Planet) On the other hand, the Japanese culture is a complex and multi-layered system, which developed over thousands of years. This is very much apparent when analyzing the business culture. The Japanese put a lot of focus on having a hierarchical, group-oriented society, and aim to avoid direct confrontation, maintaining the workplace harmony on a high level.(Export.gov) The long-term focus on culture and tradition caused the business culture to be very formal and complex, a complete opposite of the American culture.
Organisations are increasingly becoming technologically driven resulting in the adaptation of new systems. This has given rise to a shift in focus on employees and strategies which can be employed to achieve maximum work output from employees. According to CLMS, 2006:M2:U4:5, team working entails giving small groups of workers a degree of autonomy over the organisation of work, or over elements of day-to-day management , or both.
Organizational cultural is the system of shared beliefs and values that develops within an organization and guides the behavior of its members, while organizational structure is an expression of social and economic principles of hierarchy and specialization (Kinicki, 2015). Both the culture and the structure of an organization are important things for management to understand in order to successfully set and achieve an organization’s goals. Companies who excel in highly competitive fields can attribute their successful economic performance to a cohesive corporate culture that increases competiveness and profitability. This culture is best utilized in an organization that has the necessary structure to allow its employees to coordinate their
As stated before Japan has a strong team value system. And also they have a professional order in their businesses. Corporate position is a very strong aspect of Japanese organization also. Executives are spoken to by title and not name (Anderson School UCLA, http, 1999). Primary to Japanese business is the concept of actual status in society (Anderson School UCLA, http, 1999). Several aspects of status can be a hinder or help to progressing in Japan. Persons in Japanese corporations who are lower on the scale respect higher officers based on exact position within the company (Anderson School UCLA, http, 1999).
In the article, Cultural constraints in management theories, Geert Hofstede examines business management around the globe from a cultural perspective. He explains how he believes there are no universal practices when it comes to management and offers examples from the US, Germany, France, Japan, Holland, China and Russia. He demonstrates how business management theories and practices are very much subject to cultural norms and values and by understanding these differences, it can give managers an advantage in global business practices.
Advantage of hieratical organisation Employees know their objectives clear in their job task and carry out efficiently. Beside that, every staff specialised their job. For example: engine designers responsible for designer and develop engine. HR staff responsible recruits and select people. Divide of labour and specialization can be applied so that it increase the working efficient and reduce operation cost.
This essay gives a basic idea of what organizational culture is, and emphasis on the controversial issues of managing organizational cultures. As there are various definitions for organizational culture, and none of them are universally agreed. Therefore, for an easier understanding by readers, the definition of organizational culture given in this essay focusing on levels of culture, and will be discussed t together with Schein's(1983) framework. Before talking about managing organizational cultures, the types will be introduced first. Because, there are some descriptions about managing different types of organizational cultures, in the following content.
Svensson, G., 2001. 'Globalization' of Business Activities: A 'Global Strategy' Approach, Management Decision, 39(1), pp.6-18.
The concept of organizational culture is one of the most debated topics for researchers and theorists. There is no one accepted definition of culture. People even said that it is hard to define culture and even more change it. It is considered a complex part of an organization although many have believed that culture influences employee behavior and organizational effectiveness (Kilmann, Saxton, & Serpa 1985; Marcoulides & Heck, 1993; Schein, 1985a, 1990).
It is a “pattern of beliefs, values and learned ways of coping with experience” (Brown 1994) that manifests itself into three layers: artefacts at the shallowest, values and beliefs in the middle and basic assumptions at the deepest. It is inseparable from the organisation that cannot be easily manipulated as it is fundamentally non-unitary and emergent. Finally, organisational culture is important as it is one of the main determinants as to whether a firm can enjoy superior financial and a comparative advantage over firms of differing cultures.
Culture can be defined as the beliefs, values and the pattern of behavior of an individual within designated areas. The culture of organizations defines shared values and behavioral expectations. Cultural issues are especially basic issues all around the globe. These issues can happen in various routes relying upon the size, area and the custom culture of that institution. Social issues happen even because of the states of mind and how each individual comprehend in diverse business environment. Today, the corporate administrations and rising business firms have chosen to give the essential attention on trainings and classes at the multicultural working environment that will help them to understand and create
Organisational culture is one of the most valuable assets of an organization. Many studies states that the culture is one of the key elements that benefits the performance and affects the success of the company (Kerr & Slocum 2005). This can be measured by income of the company, and market share. Also, an appropriate culture within the society can bring advantages to the company which helps to perform with the de...
Miroshnik, V. (2002). Culture and international management: a review' The Journal of Management Development 21(7): 521-544