LEAD FPX 5210 Assessment 3 Global Leadership Presentation

Student Name

Capella University

LEAD-FPX5210 Leading Global and Diverse Cultures

Prof. Name:

Date

Japan and 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 question. The organizational structure of business is hierarchical.
Denmark (Small): Decision-making is often decentralized. The structure of a business is flat.

Uncertainty Avoidance

The extent to which people feel threatened by uncertain situations.

Japan (High): Individuals tend to seek security at work and rely on expert opinions.
Denmark (Low): People are risk-takers and enjoy unstructured activities.

Individualism (vs. Collectivism)

The tendency of individuals to take care of themselves and their immediate families only.

Japan (Individualism): Strong work ethic; promotions are based on performance.
Denmark (Collectivism): Weaker work ethic; promotions are generally based on seniority.

Masculinity (vs. Femininity)

The importance placed on success, money, and material possessions versus care for others and quality of life.

Japan (Masculinity): High emphasis on making money and gaining employer recognition; workplace stress levels are high.
Denmark (Femininity): Focus on employment security and allowing employees the freedom to make decisions.

Culture

Japan is a high-context culture, often perceived as overly serious.
Denmark is a low-context culture, often perceived as overly friendly.

Economics

Japan: An innovative member of APEC, WTO, OECD, G-8, and other organizations; it has the 3rd largest economy.
Denmark: A small, open economy geared towards trade, and a member of the EU, OECD, and WTO; it has one of the strongest economies in Europe.

Business Climate

Japan: Loyalty to superiors is crucial. Companies and their people are seen as inseparable and are driven by success.
Denmark: Emphasizes work-life balance, with GDP per capita among the highest in the world. Diversity fosters creativity and innovation.

Common Business Practices

Japan: A sense of belonging is important, and introductions are typically made by a third party first. Business relationships are prioritized over personal relationships.
Denmark: Business practices are formal, with initial contact typically made to the company rather than an individual. Business and personal relationships are kept separate.

Management and Leadership Practices

Japan: Lifetime employment is common, with subordinates empowered to make decisions. There is a strong commitment to group work rather than siloed efforts.
Denmark: Diversity management is emphasized, with leaders inspiring employees to perform their best and focusing on attracting and retaining new talent.

Cultural Expectations of Women

Japan: Women have equal rights, but there is a significant focus on gender-balanced roles. Women are considered equal but have fewer opportunities for advancement.
Denmark: There is a high level of education and workplace participation among women, but society is highly gender-segregated with an egalitarian ethos.

Working with Japan and Denmark

Japan: Long hours and complete dedication to company success are expected. Professionalism and training are valued, with autonomous decision-making and a focus on helping others when work is completed.
Denmark: Individuals are open-minded and willing to speak up, giving 100% effort to prove their talents for retention. Work-life balance and kindness towards others are valued, as well as conversations about family.

Leading Others

Japan: Expect individuals to work in silos, with hierarchical decision-making. Subordinates are expected to follow orders, with the company’s success being the priority.
Denmark: Leadership is based on partnerships, promoting equal opportunities and transformational leadership.

Strategies and Ethical Global Leadership

Japan:
- Workplace: Promotions are based on performance, with equal opportunities for men and women. Compensation is equitable, with raises based on merit. There is a stronger emphasis on work-life balance.
- Society: The focus is on helping others accomplish tasks, reducing the emphasis on material possessions and societal perceptions. Efforts should be made to reduce the stigma that women are not equal and belong in the home.
Denmark:
- Workplace: Promote equality in wages and promotions, allowing women and men to work in both public and private sector positions without prejudice. Encourage business opportunities that do not require company management introduction.
- Society: Maintain the current practices of work-life balance.

Recommendations

Japan and Denmark:
- CQ Drive: Leaders should show a strong interest in both Japanese and Danish cultures, demonstrating persistence and confidence in their leadership abilities while understanding potential language barriers and multicultural differences.
- CQ Knowledge: Leadership strategies should be based on understanding the similarities and differences between Japanese and Danish cultures, recognizing that certain interactions and practices within these cultures might resemble their own, while others are distinct.
- CQ Strategy: Leaders should incorporate cultural awareness into their strategies, planning to adapt to different situations that may take them out of their comfort zones while allowing them to interact with confidence.
- CQ Action: Leadership strategies should include adaptation to the new culture, maintaining a clear mind when relating to people in society, and effectively working with individuals in Japan and Denmark.

References

Akram, T. (2014). The economics of Japan’s stagnation. Business Economics, 49(3), 156-175. https://doi.org/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. https://doi.org/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. https://doi.org/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=bsi-live&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/10.1111/ijjs.12039

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