The organization based on context is best exemplified in Japan. Japanese organizations, according to Nakane, are organized on the basis of frame, or group belonging, a concept that goes back to the idea of household, ie, and emphasizes the importance of the group over the individual.19 The Japanese male is first and foremost an employee of his firm. He is a Toyota man, a Mitsubishi man, or a Komatsu man rather than an engineer or an accountant. He identifies with the firm, the corporate household. Credentials are valid within that context but don't mean much outside the context. The lack of portable credentials limits job mobility, but it also provides a certain degree of security. The employee is part of a family that takes Cartier Replica Watches care of its members; in return, the employee supports the goals of the firm. The system is based on reciprocity, or amae (see Chapter 4). The concept of amae means that a person willingly takes care of another person but also is willing to be taken care of by that person. Amae establishes mutual dependency. Nobody can do things alone. As we discussed in earlier chapters, the Japanese are willing to put personal considerations after group considerations. Harmony of the group is considered more important. As a result, communication avoids the open conflict and confrontation that are common in more individualistic cultures. Within the frame or context employees know how to act and behave. They know their place; they know what to say, how to address someone, and how deeply to bow. As soon as that familiar environment changes, the Japanese are at a loss. The culture has not given them the background or experience to deal with strangers. Japanese are ill at ease in new situations and with strangers. They do not know how to address the other person, and they do not know where they stand in the hierarchy vis-a-vis the other person, aspects that lead to a certain level of insecurity. The result is incongruous communication behavior. For example, in his group Ishido Tanaka is polite, considerate, and nonassertive. When he is confronted with the world outside the group, the familiar norms and guide-lines are gone. How does he deal with this environment? In a variety of ways. One way is to pretend that the other side does not exist, creating psychological space in crowded conditions. The other way is behavior that is at odds with the principles of behavior within the group. The Japanese on subways can be remarkably aggressive and impolite. Pushing with one's elbows, forcing one's way in, using rude language, and spitting are typical signs of behavior that would be unacceptable within the group, but are tolerated outside the group. When it comes to hiring, a company based on group identity will look for someone who will fit into the group and bring prestige to the firm. Therefore, many Japanese firms pay more attention to the university attended than to the subject studied. A fitting personality is more important than are specific skills. After all, technical aspects can be Replica Watches learned; it is much harder to change or form the personality and character. Even though with economic problems and. restructuring of industry the practice of lifetime employment is weakening, the concept is still strong. A Japanese employee is supposed to fit in and take his place. He is part of the firm.
Please Rate this Article 5 out of 54 out of 53 out of 52 out of 51 out of 5
Not yet Rated
