LEAD FPX 5210 Assessment 3

Denmark and Japan

Japan

• Capital: Tokyo
• Population: 126.7 million
• Currency: Japanese Yen
• Religion: Shinto

Denmark

• Capital: Copenhagen
• Population: 5.8 million
• Currency: Danish Krone
• Religion: Christianity

Denmark and Japan—Hofstede’s Dimensions of Culture

Power Distance

Power distance refers to how those possessing lower power within an institution or organization perceive inequality in the allocation of power.

Japan

• Individuals, regardless of their power level, are obedient to superiors.
• Organizational configurations are normally hierarchical.

Denmark

Organizational decisions are decentralized and not typically made by just top managers alone.

• Flatter and less hierarchical structure.

Uncertainty Avoidance

Uncertainty avoidance refers to the way individuals feel threatened by ambiguity. 

Japan

• People must feel secure in order to focus and perform their work.
• There must be trust in expertise.

Denmark

• People are more apt to take risks.
• They prefer activities to be less formal.

Individualism vs. Collectivism

Individualism refers to people taking care of themselves and their immediate family, while collectivism focuses on doing things as a team and taking care of each other.

Japan

• My work ethic is very strong.
• Tends to have seniority-based promotions.

Denmark

• Performance-based promotions.
• Lower work ethic than in Japan.

Masculinity vs. Femininity

Masculinity deals with success, money, and property, while femininity deals with caring for others and providing for quality of life.

Japan

• Money and employer reward focus, leading to stressful work environments.

Denmark

• Job security and individual freedom of choice focus, with less societal influence.

Denmark and Japan—Culture and Economics

Culture

• Japan: Considered a serious culture.
• Denmark: Said to be too courteous.

Economics

Japan

• Creative population.
• APEC, WTO, OECD, member of the G-8.
• World’s third-largest economy.

Denmark

• Limited market, geared to open trade.
• EU, OECD, and WTO members.
• One of Europe’s most stable economies.

Denmark and Japan—Business Climate and Common Business Practices

Business Climate

Japan

• Employees are company loyal.
• Success-oriented attitude.

Denmark

• Aims at work-life balance.
• Among the world’s highest GDP per capita rates.

Common Business Practices

Japan

• Feeling a sense of belonging in businesses.
• Meetings with others may demand a mutual introduction.
• Prioritizing business relationships over personal ones.

Denmark

• Formal business transactions.
• Personal and professional relationships are not blended.

Denmark and Japan—Management and Leadership Practices and Cultural Expectations of Women

Management and Leadership Practices

Japan

• The job is often considered a lifetime job.
• Group work is highly appreciated.

Denmark

• Management has to motivate and retain talent.

Cultural Expectations of Women

Japan

• Though women have the same rights, gender-balanced roles restrict possibilities for advancement.

Denmark

• Women have equal education and advancement opportunities at work.

Denmark and Japan—Leading Others and Working

Leading Others

Japan

• Employees are expected to obey top-down decisions without questioning.
• Success of the company is given priority.

Denmark

• Partnership and teamwork are promoted.
• Leaders are expected to inspire and motivate.

Working

Japan

• Long working hours are the norm, with adequate training for long-term employment.
• Employees are given autonomy to make decisions.

Denmark

• Work-life balance and open-mindedness are promoted.
• Employees’ voices are heard.

Denmark and Japan—Workplace and Society Strategies

Japan

Workplace

• Prioritize performance-based advancements and equal chance for men and women.
• Prioritize work-life balance in order to ensure family development.

Society

• Promote cooperation and discourage materialism and status.
• Eliminate the stigma that the woman is merely a homemaker.

Denmark

Workplace

• Practice equality in payment and advancement.

Society

• Maintain prevailing work-life balance practices.

Denmark and Japan – Recommendations

Drive

The leaders must know Danish and Japanese cultures in order to be successful. They must know which countries handle rapid projects best (Japan) and be confident of their leadership abilities.

Knowledge

The leadership tactics need to be based on the knowledge of both cultures. Leaders are required to change and fit into the cultural beliefs and values, remembering the holiday calendars of each country.

Strategy

Leaders are required to incorporate cultural sensitivity into the leadership tactics and learn to accommodate the different cultural encounters, yet remain assured of their leadership.

Action

Leadership tactics need to be internalized in the local culture when interacting with individuals from Japan and Denmark.

LEAD FPX 5210 Assessment 3 Global Leadership Presentation

Gheorghe, C., & Gyongyver, M. (2007). ETHICS IN THE JAPANESE BUSINESS ENVIRONMENT. Romanian Economic and Business Review, 2(2), 45-52. Retrieved from http://library.capella.edu