Individual Achievement or Team Success?

Cultures can vary from nation to nation, with a wide array of social norms and work practices. While this holds true around the world, perhaps no two cultures vary more than the United States and Japan. One country values an independent mind with an outspoken character and the other values a consensus minded person with loyalty. One country stresses innovation and individuality while the other enforces practicable principles and standardization. Rarely do we see such successful, yet opposite, cultures take enormously different approaches to work and social structure.

The country of Japan has always fostered a culture of respect and deference to authority. This can be seen in the dominant symbols throughout their history such as the Samurai or bowing to guests. While many other nations had shed their monarchy history decades or centuries before, Japan's citizens still had a powerful connection and revere for the Emperor; with his word being equal to that of a God. This culture stressed on its citizens to devote their lives to the strength of the nation over that of individual achievement. Even after the defeat of Japan in World War II, the culture of devotion to the common good did not wain. As companies started to rebuild they incorporated the best characteristics of this unique culture into modern workplace efficiency. Because workers are less likely to be independent and demand personal attention, they are grouped together with other workers that have similar tasks. The structure of the tasks and duties is hierarchical with everyone knowing their place. This formula helps to achieve an assembly line like efficiency with everyone doing their part for the success of the team.

The idea of working for a team success rather than for personal achievement is very interesting. Individuals who are talented or more ambitious than the norm may find a team oriented atmosphere cumbersome or slow moving. In a situation where ideas and innovation are key to success, a person who must rely on teammates for support may sink under the waves. Both approaches to business and work structure have their advantages and disadvantages. That is why companies such as Tektronix have exchange programs where engineers spend time in another country and learn the varying practices. Legg (1998) mentions that while many of the tasks that the engineers perform are the same, the work environment is quite different. "Like most engineers in Japan...[they] work six days a week, usually from eight in the morning until ten at night. They wear [must] uniform." These longer work days can be stressing on Americans and take getting used to. Also Legg mentions that Japanese engineers have a work culture that is very harmonious, with very little disagreement between bosses and workers. While this might lead to fewer arguments, a better idea might fall by the way side because someone was too afraid to speak up. An Insider's Guide for Engineers (1992) talks about the hierarchy of the desk layout in Japanese businesses, with bosses being up front looking down over their workers. Just imagining this scene conveys the idea of micromanagement and intimidation to workers. The guide also discusses how workers are not supposed to leave before another employee and especially the boss. This pressure to perform must weigh heavy on workers in this system.

References:

1. Legg, Gary (1989). American engineers in Japan: Same profession, different world.

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2. Working in Japan: An Insider's Guide for Engineers. (1992). Mechanical Engineering