LEAD FPX 5210 Assessment 3 Global Leadership Presentation

Student Name

Capella University

LEAD-FPX5210 Leading Global and Diverse Cultures

Prof. Name

Date

Japan & Denmark

Japan

• Capital: Tokyo
• Population: 126,748,000
• Currency: Japanese yen
• Religion: Mainly Shinto

Denmark

• Capital: Copenhagen
• Population: 5,781,190
• Currency: Danish kroner
• Religion: Mainly Christianity

Hofstede’s Dimensions of Culture

Power Distance Less powerful members of institutions accept that power is distributed unequally by their superiors.

• Japan (Large) – Obey superiors without hesitation; the organizational structure of businesses is hierarchical.
• Denmark (Small) – Decision-making is often decentralized; the structure of businesses is flat in nature.

Uncertainty Avoidance To what lengths people feel threatened by uncertain situations.

• Japan (High) – Individuals tend to need security at work and believe in what experts say.
• Denmark (Low) – Individuals are risk-takers and prefer activities that aren’t structured.

Individualism (vs. Collectivism) The propensity of individuals to care for themselves and people within their families only.

• Japan (Individualism) – Strong work ethic.
• Denmark (Individualism) – Promotion is based on performance.

Individuals prefer to be in groups and to help one another in exchange for loyalty.

• Denmark (Collectivism) – Weaker work ethic.
• Japan (Collectivism) – Promotions only come after becoming a senior employee.

Masculinity (vs. Femininity) The most important advantages in society are success, money, and owning things.

• Japan (Masculinity) – Emphasis on making money and employer recognition; high stress levels in the workplace.

The most important advantages in society are taking care of others and having a higher quality of life.

• Denmark (Femininity) – Emphasis on employment security; employees like to have the freedom to make decisions.

Japan & Denmark

Culture

• Japan is a high-context culture: Overly serious.
• Denmark is a low-context culture: Overly friendly.

Economics

• Japan: Innovative; member of APEC, WTO, OECD, G-8, and others; 3rd largest economy.
• Denmark: Small, open, and geared towards open trade; member of the EU, OECD, and WTO; one of the strongest economies in Europe.

Business Climate

• Japan: Loyal to superiors; people are the industry – companies and their people are not separated; driven by success.
• Denmark: Work-life balance; GDP per capita is the highest in the world; heterogeneity fosters creativity and innovation.

Common Business Practices

• Japan: Sense of belonging; must be introduced by a third party first; business relationships are more important than personal relationships.
• Denmark: Business practices are formal; first contact needs to be made to the company, not an individual; business relations are kept separate from personal relationships.

Management and Leadership Practices

• Japan: Lifetime employment; subordinates are empowered to make decisions; committed to working in groups, not silos.
• Denmark: Diversity management; management inspires employees to do their best; attract and keep new talent.

Cultural Expectations of Women

• Japan: Women have equal rights but there is a significant focus on gender-balanced roles; considered equal but have fewer advancement opportunities.
• Denmark: High level of education and workplace participation; highly gender-segregated; egalitarian society.

Working with

• Japan: Long hours and complete dedication to company success; professionalism and training expected; autonomous decision making and helping others when you have completed your work.
• Denmark: Open-minded and willing to speak up; give 100% effort and prove that talents exist for retention; work-life balance, be kind to others, conversing about family.

Leading others

• Japan: Expect individuals to work in silos; hierarchical decision-making and subordinates expected to follow; success of the company comes first and others expect that to be the priority.
• Denmark: Partnership; promote equal opportunities; transformational leadership.

Strategies and Ethical Global Leadership

• Japan: Workplace – Promotions based on performance, equal opportunity for men and women, compensation equalization and raises based on merit, stronger emphasis on work-life balance. Society – Emphasis on assisting others to accomplish tasks, reduce focus on material things and how a person looks to others, reduce the stigma that women are not equal and belong in the home.
• Denmark: Workplace – Allow women and men to work in public and private sector positions without prejudice, promote equality with wages and promotions, allow for business opportunities to begin outside of company management introduction. Society – Remain constant with current practices of work-life balance.

Recommendations

• CQ Drive – Leaders will need to show interest in Japanese and Danish cultures. They will need to be persistent and have confidence in their leadership abilities. Understanding that there will be language barriers and multicultural differences.
• CQ Knowledge – Leadership strategy will need to be based on understanding the similarities and differences between Japanese and Danish cultures. Leaders will need to lead with the understanding that there will be some interactions and practices within the cultures and workplace that are just like their own. They will also need to understand that the differences are just that: different.
• CQ Strategy – Leaders’ strategies should incorporate awareness of different cultural interactions. They will also need to put forth the effort to shift their abilities and plan for dealing with different situations that will take them out of their comfort zones, but likewise allow them to interact with confidence.
• CQ Action – Leadership strategy will encompass adaptation to the new culture. Keeping a clear mind when relating to people in society along with working with individuals in Japan and Denmark.

References

Akram, T. (2014). The economics of Japan’s stagnation. Business Economics, 49(3), 156-175. doi:http://dx.doi.org.library.capella.edu/10.1057/be.2014.19

Danish Business and Economy. (2018). Retrieved from http://ukraine.um.dk/en/about-denmark/danish-business-and-economy/

Denmark. (2018). Denmark Country Profile, 1–87. Retrieved from http://library.capella.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=131863309&site=bsi-live&scope=site

EW World Economy Team. (2013, June 5). Japan Economy. Retrieved from http://www.economywatch.com/world_economy/japan

Fukuhara, Y. (2016). A critical interpretation of bottom-up management and leadership styles within Japanese companies: A focus on empowerment and trust. AI & Society, 31(1), 85-93. doi:http://dx.doi.org.library.capella.edu/10.1007/s00146-015-0585-8

Gheorghe, C., & Gyongyver, M. (2007). Ethics in Japanese business environment. Romanian Economic and Business Review, 2(2), 45-52. Retrieved from http://library.capella.edu/login?qurl=https%3A%2F%2Fsearch.proquest.com%2Fdocview%2F1130643018%3Faccountid%3D27965

Grønholdt, L., & Martensen, A. (2009). Management practices driving sustained business success. Measuring Business Excellence, 13(1), 47-55. doi:http://dx.doi.org.library.capella.edu/10.1108/13683040910943045

Japan. (2018). Japan Country Profile, 1–99. Retrieved from http://library.capella.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=131863311&site=bsilive&scope=site

Kebbe, A., & Ramsoomair, F. (2017). Quality of work-life balance: The application of the Denmark workplace model on Canadian workplace environment. I-Manager’s Journal on Management, 11(3), 17-26. Retrieved from http://library.capella.edu/login?qurl=https%3A%2F%2Fsearch.proquest.com%2Fdocview%2F1875271722%3Faccountid%3D27965

Kelly, E., & Dobbin, F. (1998). How affirmative action became diversity management: Employer response to anti-discrimination law, 1961-1996. American Behavioral Scientist, 41, 960-984.

Nielsen, K., & Munir, F. (2009). How do transformational leaders influence followers’ affective well-being? Exploring the mediating role of self-efficacy. Work & Stress, 23(4), 313–329. https://doi-org.library.capella.edu/10.1080/02678370903385106

Takeuchi, M., & Tsutsui, J. (2016). Combining egalitarian working lives with traditional attitudes: Gender role attitudes in Taiwan, Japan, and Korea. International Journal of Japanese Sociology, 25(1), 100–116. https://doi-org.library.capella.edu/10.1111/ijjs.12039

LEAD FPX 5210 Assessment 3 Global Leadership Presentation

Templer, K. J., Tay, C., & N, A. C. (2006). Motivational cultural intelligence, realistic job preview, realistic living conditions preview, and cross-cultural adjustment. Group & Organization Management, 31(1), 154-173. Retrieved from http://library.capella.edu/login?qurl=https%3A%2F%2Fsearch.proquest.com%2Fdocview%2F203379229%3Faccountid%3D27965

Villagran, M. A. L. (2018). Cultural intelligence: Ability to adapt to new cultural settings. Knowledge Quest, 46(

5), 8-14. Retrieved from http://library.capella.edu/login?qurl=https%3A%2F%2Fsearch.proquest.com%2Fdocview%2F2037011755%3Faccountid%3D27965