Chiba Case Study
Chiba International, Inc.
Question 1.
Philosophy: Chiba’s philosophy reflects aspect of Japanese National Culture. With an Individualism score of 46, Japan shows a leniency towards Collectivism, that is, they believe in putting harmony over the expression of individual opinions. However, unlike many of their neighbouring Asian countries, they are not only loyal to family, or those people who have been in their inner group sine birth, but also to situational groups. This means that unity is an important factor in groups outside of family, and friends. Chiba emphasizes on a family-oriented environment, and are united for a common goal. They put pressure on personal relationship s because they believe they are essential for the success of the company. For example, when there is a problem within the group they organise “kompas”. This is an off-premises meeting where the employees meet up to resolve problems, and work harmoniously. In contrast, the company’s attitude towards carreer advancement, large amounts of effort expected from exployees, and high company goals express Japan’s high Masculinity score of 95 indicates that they are driven by competition, achievement and success.
Meetings: Chiba holds numerous meetings which gives every single employee (from salaried to top management) the opportunity to speak and express any thoughts or concerns they like. They also focus on building a close relationship between employees and commitment to the company by hosting company-spondored activities such as parties and sports. During the meetings they also discuss the company goals which are linked with the annual comany bonuses distributed equally amogst the employees. This shows that they lean towards unity and success for all, rather than individual profits.
Japan’s power distance score of 54 shows that there is a relative amount of centralized power. The frequency and procedures of the meetings show the power distance, however giving the employees the
Question 1.
Philosophy: Chiba’s philosophy reflects aspect of Japanese National Culture. With an Individualism score of 46, Japan shows a leniency towards Collectivism, that is, they believe in putting harmony over the expression of individual opinions. However, unlike many of their neighbouring Asian countries, they are not only loyal to family, or those people who have been in their inner group sine birth, but also to situational groups. This means that unity is an important factor in groups outside of family, and friends. Chiba emphasizes on a family-oriented environment, and are united for a common goal. They put pressure on personal relationship s because they believe they are essential for the success of the company. For example, when there is a problem within the group they organise “kompas”. This is an off-premises meeting where the employees meet up to resolve problems, and work harmoniously. In contrast, the company’s attitude towards carreer advancement, large amounts of effort expected from exployees, and high company goals express Japan’s high Masculinity score of 95 indicates that they are driven by competition, achievement and success.
Meetings: Chiba holds numerous meetings which gives every single employee (from salaried to top management) the opportunity to speak and express any thoughts or concerns they like. They also focus on building a close relationship between employees and commitment to the company by hosting company-spondored activities such as parties and sports. During the meetings they also discuss the company goals which are linked with the annual comany bonuses distributed equally amogst the employees. This shows that they lean towards unity and success for all, rather than individual profits.
Japan’s power distance score of 54 shows that there is a relative amount of centralized power. The frequency and procedures of the meetings show the power distance, however giving the employees the