Denmark and Japan
Japan
•LEAD FPX 5210 Assessment 3 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 is the manner in which those who possess lower power within an institution or company perceive inequality in terms of power distribution.
Japan
• People, regardless of their level of power, obediently follow those who are higher than them.
• Organizational structures are generally hierarchical.
Denmark
LEAD FPX 5210 Assessment 3 Organization decisions are decentralized and not solely made by senior managers.
• Organization structure is less hierarchical and flatter.
Uncertainty Avoidance
Uncertainty avoidance refers to how people are threatened by uncertain situations.
Japan
• People must feel secure in order to focus and perform their activities.
• There must be trust in expertise.
Denmark
• People are prone to risk-taking.
• They prefer things to be less structured.
Individualism vs. Collectivism
Individualism is where individuals take care of themselves and their immediate family members, while collectivism is all about working together and taking care of each other.
Japan
• Strong work ethic.
• Tends to have promotions based on seniority.
Denmark
• Has performance-based promotions.
• Poorer work ethic compared to Japan.
Masculinity vs. Femininity
Masculinity is about success, money, and material possessions, while femininity is about taking care of others and providing quality of life.
Japan
• Money and employer recognition focus, leading to stressful work environments.
Denmark
• Employment security and individual freedom of decision-making focus, with less societal influence.
Denmark and Japan – Culture and Economics
Culture
• LEAD FPX 5210 Assessment 3 Japan: Regarded as a serious culture.
• Denmark: Reputed to be too friendly.
Economics
Japan
• Innovative population.
• APEC, WTO, OECD, G-8 member.
• Third-largest economy in the world.
Denmark
• Small market, designed for open trade.
• EU, OECD, WTO member.
• One of Europe’s most solid 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
• Business transactions are formal.
• Professional and personal relationships are not mixed.
Denmark and Japan – Management and Leadership Practices and Cultural Expectations of Women
Management and Leadership Practices
Japan
• Job is frequently viewed as lifetime job.
• Group work is very much valued.
Denmark
• Management must motivate and hold on to 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
Leaders should be aware of Danish and Japanese culture in order to thrive. They should know that the countries that deal better with fast projects are Japan and show their confidence in leadership.
Knowledge
The leadership approaches should be based on the knowledge of the two cultures. The leaders should blend with the cultural practices and customs, remembering the holiday periods of each country.
Strategy
Leaders should incorporate cultural sensitivity into their leadership approaches and learn to adapt to different cultural interactions, yet remain confident in their leadership.
Action
Leadership approaches need to be ingrained into the local culture when interacting with individuals from Japan and Denmark.
References
CNBC Make It. (2020, January 9). Why Finland And Denmark Are Happier Than The U.S. Retrieved January 17, 2021, from https://www.youtube.com/watch?v=6Pm0Mn0-jYU
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. (2018). Japan’s 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
LEAD FPX 5210 Assessment 3 Global Leadership Presentation
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
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
