Leadership In American And Japanese Business Culture

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Leadership in American and Japanese business culture


Leadership in American and Japanese business culture


America and Japan are among the most economically developed states today. The developing countries are trying to use their experience in managing the enterprises. The business cultures and the leadership styles of both the countries are quite attractive and are being copied by the other countries. In this paper, we will focus the leadership of the American and the Japanese business culture and how this affects the relationship between the two nations. It is interesting to see how Japanese managers have tried to develop their own governance model. Their creative search was completed by creating a specific "Japanese" management system and leadership. The ideas of American scholars have also contributed to a particular style of thinking and approaches that are unique to Japanese managers. These difficulties are directed to creative research on the development of new management and leadership ideas (Sullivan, 2007).

U.S. companies are based on the results of the characteristics of leadership and are performance-oriented to achieve organizational goals and establish a comprehensive set of assessment system, reward and punishment. It is an efficient and equitable model of leadership. Behind this leadership is the pursuit of freedom in American culture advocating a manifestation of individual heroism. Employees of U.S. companies are fair and there is an efficient environment to stimulate their enthusiasm for the work to achieve maximum value for the individual efforts. The U.S. General Electric (GE) company, for example, in Jack Welch's leadership has created an emphasis on individual efforts to assess the performance-oriented corporate culture and to establish a "Six Sigma" represented by a series of quality control and performance evaluation system.

In Japan, we can see that the behavior of responsibility and commitment is "innate" and is not a promotion as necessary to determine the habits, because they were acquired and with much effort. This factor is thus a very important connotation in the management of their businesses, where there is no authenticity but a sketch of "imitate" anything foreign and often imposing theories and management fads as the training of senior management or of their owners. High productivity shown by companies in Japan since the days of the war drew the attention of American business and in particular. The basic mechanisms of administrative control that a Japanese company uses are so intrinsic and subtle that an outsider is hardly aware of them, as this basic mechanism is encompassed in the management philosophy. This philosophy describes the objectives of each company and the procedures necessary to achieve them. These objectives also represent the values ??of the owners, employees, businesses and government authorities. For the Japanese, the key to higher productivity is to involve workers in the production process (Adams, 2000).

Differences between American and Japanese Business Culture

There are a number of differences mentioned below regarding the business culture:

1.  Relationship-based versus transaction-based

Relationships come before economics in Japan whereas in the U.S. economics generally take a front row seat to ...
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