Chick O China

This essay aims to provide more information in regards to the differences between the Australian and Japanese cultures, as well as fundamental insights into Japanese business etiquette and highlight important steps for effective communication when making business in a foreign country. As the Australian entrepreneur and owner of ‘The Aromatic Condiment Shop’ Emily is looking to expand her business deals in Japan it is paramount to make a favourable first impression and understand key points to better navigate cultural differences and grow her business.

The cultural behaviors of the “American” or “Japanese” in the video do not accurately reflect business behaviors in these countries so please do not generalize based on the video. The video is meant as a classroom exercise to analyze a specific cultural encounter. Total 20 points.

The social beliefs of Japan differ greatly from those of our own. In order to have a positive interaction with a person of Japanese decent it is important to be aware of their culture and beliefs.

As described previously, there are some unique customs in Japanese-style business. However, the characteristic of Japanese business culture which is even now ingrained has come under criticism. Clark, Professor of Economics at University of California argued that Japanese society was an anachronism that did not lose its ancient tribal character until quite recently, for which reason the Japanese people have been able to maintain their groupistic value orientation up to the present. (Okada, 1984) Actually, Japanese companies which consistently observe their traditional business practices are now under intense pressure to meet international management standards.

EXECUTIVE SUMMARY The case on Chiba International Inc. deals with the challenges faced by a Japanese company¶s manufacturing plant set up in rural Georgia to adapt the philosophy of the company to its American workforce and culture. Ken Morikawa, the general manager for administration and John Sinclair, the American personnel head of the company are determined to find out how Chiba International, another Japanese company based in California, has successfully translated its corporate philosophy into action that has led to considerably good profits for the company. Ken, having had extensive experience in the field of personnel management is perplexed about John¶s desire to translate the company¶s Japanese philosophy to suit the American

Whether you are a business owner, starting up a business or working in a business, you cannot change a cultural norm that has been around for thousands of years. Japans cultures are group oriented and it can take a long time to allow someone in their group. Your first impression are valuable when doing business, if you respect their cultures they will respect you and the relationship will grow.

Culture across our globe varies greatly and affect every aspect of our lives from how we speak to the way we work. So when looking to do business internationally it is wise to take this into consideration and do some research on the host country’s ways of life to help make the process as smooth as possible and avoid miscommunication. By recognizing culture as well as the positives and negatives that cultural diversity bring to the situation it is possible to find an approach to the merger that combines aspects of both cultures to be mutually beneficial for all of those involved (Adler, 107.) This approach is often referred to as a culturally synergistic approach and it is most often a more logical approach than a parochial approach where the effect of diversity is not recognized or an ethnocentric approach where it is believed cultural diversity will only hurt the organization. I would recommend Mr. Stevenson take a culturally synergistic approach to convincing the Japanese executives to reopen the American plant.

Business men and women alike in Japan are well educated in doing business in the U.S. and other countries and they try to accommodate accordingly. However, when doing business in Japan, one should be equally prepared to respect and accommodate themselves to the Japanese business customs, dining etiquette, meeting and greeting, and gift-giving aspects. Although some people think that Japanese culture hinders the country’s business by putting restrictions on what can and cannot be done while doing business in Japan, the Japanese culture can open doors for many international business partners with long term business in Japan because of the country’s culture background.

Physical contact in Britain which can be regarded as normal such as hugging or touching ones arm during conversation is rather uncommon in Japan as they perceive this as an invasion of their personal space. Unlike British society, the Japanese call each other by their surnames followed by ‘san’ as this is seen as very polite which courtesy and good manners are important to the Japanese society. To call them by their first names as we do in our society would be looked upon as bad mannered. (Bosso.D,)

[5] Japan External Trade Organization (2012) ‘Invest Japan Department’, 3 windows on Japan [Online]. Available at: http://www.jetro.go.jp/en/invest/whyjapan/pdf/3_windows20120911_en.pdf [Accessed: 7 November 2012].

Therefore it seems that Japanese business is like a family, employing their workers for life in a closed community of loyal, trusted and harmonious beliefs.

They also use fewer words in their conversations because they rely more on Para verbal and nonverbal language. Japanese people tend to speak softly and hesitantly while being frequently silent during their conversations. Often, they pause at a considerable length before they answer a question or a request because they do not want to interrupt the other speaker. Therefore, when communicating with the Japanese, it is important to remember that loud talking is not acceptable and patience is an important aspect. For example, it is considered extremely rude to interrupt someone who is talking. It is also important to know that we orientation of Japanese managers. Japanese national culture and communication competence and skills follow the rules favoring the group over the individual" (Goldman, 36). Therefore, when communicating with Japanese negotiators, it is important to remember that buildings a relationship should come before anything else are politeness and respect. Non-verbal Communications An essential aspect of cross-cultural business communication is non-verbal communication. Non-verbal communication is used more often than verbal communication, as approximately 70% of our conversation is non-verbal.(Gannon pp 3) Non-verbal communication can take the form of eye contact, the firmness of a handshake, the speaking distance, facial expressions, touching and hand gestures are all critical factors to consider when approaching international business assignments. A non-verbal

In my business we are considering building a branch of it in Japan, preferably in the city of tokyo. They are famous for selling lots of clothing usually people from the united states order and then make one in the united states they make a lot of money there and got famous for doing it but that's not even what their leading in. their leading in selling auto mobiles and electronics. We can pretty much sell anything we want in Japan. They have foreign cars people from the united states order from there and very fast rich cars. Some of the fastest automobiles in there world come from there. They pretty much sell most of the toyota vehicles in the world, or you can even have flashy cars you keep clean like the Lexus brand. Maybe you want to

On the contrary, Japanese believe in hierarchical structures. This may be based on age, gender, education, seniority etc. In Japanese context, the employees are focused on following their leaders and overlook their own goals. The employees show high degree of commitment and loyalty to the firm for which they have been working. The verticality

Japan and England are totally different countries in different parts of the world, one is purely western and the other one is Eastern. People living in England and in Japan have a totally different culture, they were brought up in a different way and as a result they have different ideas, customs and expectations. To perform successfully in Britain, the local culture was studied and the companies policies were changed to match people’s expectations in Britain, however there is a mixture of cultures on the company’s site.