ID Number: P09280260
Module name and number: HRMG1202, Understanding Organising
Assignment title: Assignment 4 – Individual Written Assignment
Lecture day and time: Friday, 09:00 – 11:00
Lecturers name: Eric Norris.
Discuss the impact of national culture on organisational principles and behaviour in TWO of the following: China, Japan and/or India. What do you consider to be the most important differences with the West? National culture can be classified as “the collective mental programming” of a society (Hofstede, 1980). The culture will have great repercussions on the way the way organisations and the different sectors within them are run. Managing them and controlling the human resources will also be dealt with according to the specified culture of the country. It is vital for organisations to understand the culture of different countries that they may be dealing with internationally or have multinational corporations within. This is because the collection of beliefs, habits and traditions within other nations may vary drastically from their own. The Japanese have a strong national culture that affects the way organisations behave and the different principles within them. The national culture is important as it helps structure the culture of organisations. People then know what is acceptable, certain ways to behave and values. They have a number of laws to abide by and for this reason it is very important to follow the culture. A competitive advantage can also be gained as the culture is different to other nations. Children are encouraged to work very hard and it is not about the degree they get but rather how they use what they have learnt and put it into practice that counts. As they are given employment for life in a certain organisation, rather than moving from company to company, they are very hardworking and dedicated. Body postures show respect and bowing for greeting people is common along with gift giving for good effort. If a mistake is made, one does not get in trouble for it as the Japanese simply believe it is a lesson that has been learnt and honesty is key. Teamwork is vital for the Japanese. Countless managers in Japan feel their employees are motivated by working as a team. This is because as they are all working towards the same goal they share many responsibilities and get along well with each other, hence enjoying their job. This is a characteristic of Ouchi’s Theory Z when they are satisfied with their input towards the organisation. Japanese managers believe in consensus and cooperation and use the ‘bottom-up’ rather than the ‘top down’ structure in the decision making process. The hierarchical structure cannot easily be seen as everyone cooperates hugely within the decision making process and dealing with tasks. Managers highlight the need for information to flow throughout the entire organisation be it top or bottom and feel the need for everyone in the organisation to participate. They should be available at all times and readily be enthusiastic to sharing information with the rest of the organisation. The Japanese have been practicing upon many techniques in their organisations which help them in their everyday working lives. Samuel K.M. Ho’s 5-S practice is a procedure which is used to institute quality within the workplace. These five words when translated into English mean organisation, neatness, cleaning, standardisation and discipline. The people of Japan feel if they preserve this quality, it can be used as a good promotional tool. Another well known practice carried out by the Japanese is something called ‘kaizen’, which simply means ‘continuous improvement’. Kaizen is a strategy that aims to involve everyone in the workforce by getting them to think of any improvements for the business frequently. It is a Taylorist approach which helps employees feel recognised and gives responsibility. This is done by carrying out tasks in teams, providing...