Table of content:

Chapter 1 Basics.03 Historical development.06 Hoefsted Dimension overview.10 Chapter 2 Cultural outlook11 Business culture.12 Top Companies..13 Life style..14

Chapter 3 Trade blocks18 Comparison with west.19 Reference

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Chapter 1:
Basic and Historical outlook: Basic of Japanese culture Organizational culture is one of the basic determinants of progress in management, it is the base of a firms identity and it shows the manner in which the companies function in the market commonly shared views, norms, values, symbols and artifacts have their source in the culture, history and accepted economic system created by the society. The institutional economy is a part of the social and cultural heritage of Japan and it acts as the determinant of Japanese mannerism of business which creates the organizational relations. Japan is an East Asian island nation with a unique cultural identity Samurai values, kimono clothing, Noh Theater, woodblock art, and sumo wrestling are among the many instantly identifiable aspects of Japans culture. Much of Japans culture has developed through centuries of feudal rule and has benefited from the countrys geographic isolation Japanese culture, particularly traditional Japanese culture has many roots in traditional Chinese culture, however Japanese culture, even historically differed from Chinese culture and due to the separation of the two land masses, plus the enforced periods of isolation from the outside world, further extended the differences between the two cultures It is with some irony then that in modern times that the younger Chinese generations have looked to modern Japanese culture as a source of inspiration, particularly in field of Japanese fashion culture, where the Chinese are inspired by Japanese fashion magazines. . In Japan, this is called The Pacific War. The dropping of the atom bomb, as well as the ultimate defeat, had a major impact on people The Japanese are one of the most homogenous nations in the world Japan has been isolated by both geography and choice for many centuries so that relatively few foreigners live there. Marrying a foreigner has always been virtually taboo and, although it has started to become a bit more respectable, it is still not encouraged. Some 98.5 per cent of the residents of Japan Are ethnic Japanese and the remainder are mostly Koreans, who often look Japanese to the casual eye. Koreans are one of only two sizeable minority groups resident in Japan, the other being Chinese. Strong Nationalism Japan possesses a long and rich cultural history although many of the basic elements originated abroad, especially in China. Almost all Japanese are strongly aware and proud of their nationality. There is a deep fascination with the culture, history, and society. The Consciousness of Being Japanese is Part of a Strong Nationalism These deep feelings of
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nationalism are tapped by Japanese firms which for years successfully sold the idea that imports are generally inferior, are not suited to local habits or lifestyles, or might even be dangerous to health. For instance, many Japanese believe that they cannot eat imported rice without suffering indigestion. Similarly, consumers often used to prefer to buy Japanese products, even if they were more expensive. This was one of several reasons why foreign firms found it difficult to penetrate the Japanese market. Harmony People go to great lengths to avoid any action that would disrupt the harmony of the group the effort to keep harmony increases the level of hidden stress and there are usually strong undercurrents and rumors circulating behind the scenes. Perhaps to help defuse the stress of having to constantly behave correctly, Japanese adult males often enjoy reading thick manga comics, some of which feature a hero totally unconstrained by any social mores and contain sex, sadism and violence. You might notice men openly reading them on trains or subways; there is no stigma attached to this. Some Japanese television programs also involve extreme violence or are grossly humiliating to the individual concerned, and probably serve a similar function of cathartic release. Japanese television programs also involve extreme violence or are grossly humiliating to the individual concerned, and probably serve a similar function of cathartic release. Group harmony is everywhere and can be broken in unusual ways, for example, when on a train some Japanese prefer not to have a foreigner join their coach as they feel that it upsets the peaceful harmony of the existing group. There is a vague fear, although not articulated, that foreigners could do something unexpected and this worries people. They will, however, still be polite to you. There is No Strong Class System in Japan Japan moved so rapidly from a feudal society with a strong rural basis to a modern urban industrial society that it avoided the buildup of a large working class with an awareness of its identity and bound by feelings of antagonism towards the ruling classes in theoretical Marxist fashion Generation Gap A generation gap has begun to open up as younger Japanese start to go their own way, although there is still widespread veneration of the elderly. The older generation is often aware of Japanese atrocities committed in China and South East Asia but ignores and tries
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to repress the memory. . A small but increasing number of younger Japanese are beginning to act independently and eschew the group. It is possible to meet single Japanese males cycling around countries like Australia, rather than going abroad in groups on organized tours. Even the identification of self with work has weakened a little and a few males are spending more time at home with the wife and children, and will even take more of their holiday entitlement to do this. One significant feature is that a small number of intelligent, well-educated youngsters are no longer following the traditional path of joining a top company and working their way up. Instead, they are choosing to set up their own businesses, particularly in the arts and creative areas. Such people are often the more successful youngsters or at least those who are trying hard.. Work and Hierarchy Do note that the Japanese strive for total professionalism in whatever they do. Any task is takenseriously, and is normally done with careful dedication. Employees at all levels are expected to seek perfection and most try to do so. This is true even of low grade workers, who often wear a simple uniform, such as a headband, to show they are a dedicated, hardworking and supportive member of the group. The general attitude is that there is only one way of doing a job properly and it will be followed. The high quality achieved in products such as motorcars, cameras, and TV sets is a manifestation of this dedicated approach. Taking extreme care with details shows in Japanese flower arranging, Japanese gardens, and the pretty way that food is arranged on plates. The strong urge to conform can be seen in things such as: The uniform-like sameness of clothing that is essential in the business world The identical apparel necessary in virtually all sports or leisure activities The sudden sweeping crazes for a single leisure activity The standardized lunch boxes and back packs which schoolchildren carry The identical raincoats worn by children and young students

Symbolism Matters Much Symbolisms goes back a long way and people are constantly on the lookout for it. They will examine the actual words used in conversations and any gestures that may accompany the chosen phrase. It is not only what is said and done that is considered, for people watch for things that are not being done or said and ask themselves why. Nature is Beautiful - but Only When Tamed

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Beauty and nature have a strong place in Japanese traditional culture. As a component of their view of life and the world, the Japanese feel a sort of ongoingness in both nature and life, of which they are a part. The Shinto religion with its stress on nature as central and the relatively unimportance of humans when set in the natural landscape is influential here. The Memory Can Beat the Actual Event An important part of culture and art was the recollection of a scene or event. This might have been regarded as inspiring at the time, but the memory of the event would often be seen as even more important and make up something truly beautiful. In the past, the recollection could be assisted by the person writing a poem to commemorate and record the main milestones in his or her life. These might include such things as visits to another place, family gatherings, marriages, or the arrival of the first born child Work and Hierarchy Only The Best Is Good Enough This dedicated approach taking extreme care with details shows in Japanese flower arranging, Japanese gardens, the pretty way that food is arranged on plates, and the sudden group crazes for an introduced.

Historical development Japanese culture

Antediluvian history of japan is very immense so owing to understand it archeologist has sub-divide it into period and labeled these periods with respect to their relevant characteristic of that specific period. Jomon Period Jomon period in history books start from 14000 BC and came to an end on 300 BC when Japan was inhabited by Hunter Gather culture which is type of Nomad and highly dependent on wild plants and animals for their all type of foods. This period is conventionally divided into phases: Incipient, Initial, Early, Middle, Late and Final. But the dates assigned to Incipient are controversial. Weaving was still unknown to them but clothes were made of furs and in the same period people started to make clay vessels. Yayoi Period Period lasted from 300BC to 250AD. This Periods name derived from the Yayoi town subsection of Bunkyo. Distinguishing characteristics of the Yayoi period include the appearance new practices such as weaving, rice farming, and iron and bronze making. A hierarchical social class structure also emerged in this period. Yayoi culture flourished in a geographic area from southern Kyushu to

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northern Honshu. Japan first appeared in written records in 57 AD with the following mention in China's Book of the Later Han. Kofun Period Period lasted from 250AD to 538AD. The Kofun period is the oldest era of recorded history in Japan and is characterized by a Shinto culture which existed prior to the introduction of Buddhism. The establishment of the dominant Yamato polity was centered in the provinces of Yamato and Kawachi from the 3rd century AD till the 7th century. Close relationships between the Three Kingdoms of Korea and Japan began during the middle of this period. Asuka Period Period lasted from around 538 to 710AD. Buddhism was introduced to Japan in 538 by the Baekje people and was not a popular religion with the common people of Japan. Prince Shtoku came to power in Japan in 594. Nara Period The Nara period of the 8th century marked the emergence of a strong Japanese state and is often portrayed as a golden age. In 710, the capital city of Japan was moved from Asuka to Nara. Traditional, political, and economic practices were now organized through a rationally structured government apparatus that legally defined functions and precedents. Lands were surveyed and registered with the state. A powerful new aristocracy emerged. This aristocracy controlled the state and was supported by taxes that were efficiently collected. The government built great public works, including government offices, temples, roads, and irrigation systems.

Heian period The Heian period, lasting from 794 to 1185, is the final period of classical Japanese history. It is considered the peak of the Japanese imperial court and noted for its art, especially its poetry and literature. Political power in the imperial court was in the hands of powerful aristocratic families (kuge), especially the Fujiwara clan. Buddhism began to spread during the Heian Period. However, Buddhism was split between two sectsthe Tendai sect which had been brought to Japan from China by Saich (767822) and the Shingon sect which had been introduced from China by Kkai (774835).
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Kamakura Period Period lasting from 1185 to 1333. In 1185, Minamoto no Yoritomo and his younger brother, Yoshitsune defeated the rival Taira clan at the naval battle of Dan-noura.[38] The outcome of the Battle of Dan-no-ura meant the rise of the warrior or samurai class. Under the feudal structure that was arising in Japan, the samurai owed military service and loyalty to the emperor, in turn required loyalty and work from the peasants. On occasion the samurai would conduct warfare against each other. In 1192, Yoritomo was appointed Seii Tai-Shgun by the emperor.[32] The shgun was expected to run the day-to-day affairs of the government on behalf of the emperor and to keep the samurai in line. However, Yoritomo established his base of power called the Bakufu in the seaside town of Kamakura. Two traumatic events of the period were the Mongol invasions of Japan in 1274 and in 1281. Massive Mongol forces with superior naval technology and weaponry attempted a full-scale invasion of the Japanese islands in both 1274 and in 1281. However, a famous typhoon referred to as kamikaze (translating as divine wind in Japanese) is credited with devastating both Mongol invasion forces and saving Japan. Japanese remained fearful of a third Mongol attempt in 1294. Consequently, money lavishly spends on armed forces in order to remain in a high state of readiness for the expected third attack by the Mongols. This vast expenditure of money had a ruinous effect on the economy of Japan. Death of Emperor Go-Saga in 1272, there arise a bitter dispute over succession to the throne within the imperial family.

Kemmu Restoration In 1333, the Kamakura shogunate was overthrown in a coup d'tat known as the Kemmu Restoration, led by Emperor Go-Daigo and his followers. Go-Daigo was not a gifted leader, tending, instead, to alienate people. One of those that were alienated by Go-Daigo, was his former supporter, Ashikaga Takauji. Who left Kyto and moved to Kamakura. He began to assume powers that had not been given to him by the Emperor. This brought Ashikaga Takauji in direct conflict with the governmental officials in Kyto, including his old allies. Muromachi period Ashikaga clan made Kyto the capital of the Ashikaga Shogunate in late 1336 when Ashikaga Takauji who seized political power from Emperor Go-Daigo. A majority of the warrior class supported the Ashikaga clan in the succession war. Imperial court was split in two southern and Northern courts. In 1368, the Ming Dynasty replaced the Yuan Dynasty of the Mongols in China. Japanese trade with
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China had been frozen since the second and final attempt by Mongol China to invade Japan in 1281. Now a new trade relationship began with the new Ming rulers in China.The Muromachi period ended in 1573. Edo Period Edo period also called the Tokugawa Period. Battle of Sekigahara on 21 october 1600 Toyotomi Clan and Shogunate which was led by Tokugawa Leyasu. He received appointment as Shogun on 1603 and abdicated office on 1605. Edo at that before 1603 was a sleepy town but after that transformed into a huge political city due to aggressive political and public work. Shogun ruled for 264 years (15 Shoguns). Power centralized in the hands of hereditary Tokugawa Shogunate or Tokugawa Bakufu and Edo Bakufu who have control over religion, entire economy and lastly the seclusion policy of Japan. Characteristics of Edo period The ruling class was samurai which were permitted to take sword Ruled were 1)Farmers, 2) Craftsman, 3) Merchants Farmers were officially at 2no due to they pay tax of rice but contrary to this they did not paid regard. Bakufu had absolute control over the fate of Han. Bakufu were not devising all policies but Han could decide its internal policies including administration, taxation, and education. Series of official land survey and registration (kenchi) conducted led to dismantle the big family units into small farming units. This was the period of Urbanization.

Empire of Japan Empire of Japan and world power remain from 03 January 1868 to 03 May 1947 enactment of World War 2 and constitution of Japan. At that time Japans slogan was Fukoku Kyohei This was the reason of industrialization and Militarization led to emergence it as a super power. Meiji Restoration Boshin War Five charter oath First Sino Japanese war Russo Japanese war World War 1
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Second Sino Japanese War World War 2

Hoefsted Dimensions overview:

Power Distance: Japan is a mildly hierarchical society. And Japanese are always conscious of their hierarchical position in any social setting and act accordingly. There is a strong notion in the Japanese education system that everybody is born equal and anyone can get ahead and become anything if he or she works hard enough. Individualism: Certainly Japanese society shows many of the characteristics of a collectivistic society: such as putting harmony of group above the expression of individual opinions and people has a strong sense of shame for losing face. However, it is not as collectivistic as most of her Asian neighbors Masculinity/Femininity: A high score (masculine) on this dimension indicates that the society will be driven by competition, achievement and success, with success being defined by the winner / best in field, a value system that starts in school and continues throughout organizational behavioral low score (feminine) on the dimension means that the dominant values in society are caring for others and quality of life. A feminine society is one where quality of life is the sign of success and standing out from the crowd is not admirable Uncertainty Avoidance: Japan is one of the most uncertainty avoiding countries on earth. This is often attributed to the fact that Japan is constantly threatened by natural disasters from earthquakes, tsunamis (this is a Japanese word used internationally), typhoons to volcano eruptions. Under these circumstances Japanese learned to prepare themselves for any uncertain situation Long term orientation: Japanese see their life as a very short moment in a long history of mankind. From this perspective, some kind of fatalism is not strange to the Japanese

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Chapter 2:
Japanese cultural outlook: The Japanese culture is a multi-layered and complex system that has been developing within itself and forming new layers for thousands of years. When Westerners think of Japanese culture, perhaps one of the first images that spring to mind is one of an ancient Samurai warrior wielding his heavy sword, or perhaps they picture a young Geisha, pouring tea and serving sushi. While these elements do play some role in the entire concept of Japan as a whole, the entire meaning and history of the nation is larger than that which is mention in a historical development section. This is a brief introduction to some concepts that would help define the role of public relations as practiced in Japan. Although the Japanese like to think of themselves as a tune to nature, much of urban Japan is an industrialized, built-up mess. This is the result of ad hoc redevelopment after the war. In Japan, there is a word, omote, which refers to the public, formal, and conventional aspects of behavior. This can refer to ingrained patterns of behavior, such as how close to one another people stand, or who shakes whose hand first at a meeting. It also can allude to behavior in business affairs and events in a business setting. Ura, which is more valued, refers to the private, informal, and unconventional aspects of culture. Japanese people see this mode of behavior as more valuable and meaningful, however, one only acts this way with close friends or family members. The Japanese value outside appearances very much. This is not to say that they do not value what is private and hidden, but much importance is placed on one's presentation and appearance. To demonstrate this point, the Japanese businessman is compared to a Samurai warrior or kamikaze pilot in "The Idea of Japan," "The Japanese know that you never come to a negotiation showing your true nature. To deal effectively with you, they must find this out...It's a game of masks at which the Japanese are adept." The book goes on to cite Japan's defeat in World War II as an open wound, and the Japanese are looking to reassert themselves through their new economic power. Social ranking and status play a part in many major institutions that one goes through in a lifetime. In Japan, everyone is aware of everyone else's age. In some companies, newsletters that display the ages of employees are produced for internal distribution. Vertical ranking, based mainly on age, determines everything from the location of desks in a classroom to the order in which cups of tea are distributed. These rankings are even pervasive in the language, which has different ways of addressing others in regard to their
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age, whether older or younger.

Traditionally, the Japanese place great importance on the concept of wa, or group harmony. The value of the common greater good is more important than valuing one's own needs. This principle is applied in schools, as well as social groups and, later in life, the workplace. The inferior partner in a relationship, whether personal or business, must allay their own wants, thoughts, and opinions to that of the superior, so as not to cause the superior to lose face or be humiliated. The appearance, or tatemae, is more important than the reality, or hone. Although this may appear as hypocritical or negative to the eyes of westerners, to the Japanese this may be completely normal.

Glimpse of Business culture: Japan's business culture, especially the very stable long-term relationships resulting from the conservative Japanese sense of loyalty to trusted partners, can be very beneficial for those foreign companies that understand how to swim with the cultural tide as opposed to vainly struggling against it. Japanese society is very polite but all of the people noted above were doing their job when you encountered them - a big part of their job is keeping you happy and in Japan that entails good customer service. Politeness and meeting manners are a key aspect of Japanese business culture. In Japan, entrepreneurs are not accepted so readily and are often seen as eccentrics or misfits Japanese business culture is still dominated by the concept of 'lifetime employment'. These long-term relationships create very strong bonds between a company and its employees and of course between co-workers and managers. This 'corporate family' often stretches out to include numerous subsidiaries and even third-party suppliers. It is not unusual for very strong ties to exist between large companies and their suppliers because the employees doing the buying and selling may have occupied the same positions within their respective companies for 10 years, 20 years or even longer. Strong bonds of personal trust established over long years. Japanese business etiquette is not so different - politeness, sensitivity and good manners are the pillars of Japanese business etiquette just as they are of business etiquette in Europe or the US. The main difference is that Japanese business etiquette is more formal -

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especially so at a first meeting when the exchanging of the infamous Japanese business card is almost ritualistic. Mohammed Ala and William Cordeiro (1999) describe the Japanese decision-making process of ringiseido. Ringiseido provides the opportunity for equal ranking managers or employees of a group within a company to partake in an individuals idea. The process adheres to the Japanese cultural desire of harmony among people. The physical action of ringiseido is referred to as the ringi decision-making process. The ringi decisionmaking process fosters an environment of support and agreement for a decision once a higher ranking manager has reviewed and accepted the recommended decision. Tony Kippenberger (2002) elaborates on the leadership values that are deeply rooted in the Japanese business culture. These values were created by Konosuke Matsushita, the prominent deceased entrepreneur of Matsushitas Electric Company, who cared deeply for the employees of his company as if the employees were family. Matsushita firmly believed that a business as large as his was responsible to help all of society prosper, and not simply for those that owned and ran the company to prosper. In 1933 Matsushita, during the great depression, created seven guiding principles": Service to the public by providing high-quality goods and services at reasonable prices, we contribute to the publics well-being; Fairness and honesty we will be fair and honest in all our business dealings and personal conduct; Teamwork for the common cause we will pool abilities, based on manual trust and respect; Uniting effort for improvement we will constantly strive to improve our corporate and personal performances; Courtesy and humility we will always be cordial and modest and respect the rights and needs of others; Accordance with natural laws we will abide by the laws of nature and adjust to the ever-changing conditions around us; and Gratitude for blessings we will always be grateful for all the blessings and kindness we have received. The guiding principles were remarkable for their time. The seven principles are used by Matsushitas company today and serve as principles for other Japanese companies. Japanese management emphasizes the need for information flow from the bottom of the company to the top. This results in senior management having a largely supervisory rather than 'hands-on' approach. As a result, it has been noted that policy is often
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originated at the middle-levels of a company before being passed upwards for ratification. The strength of this approach is obviously that those tasked with the implementation of decisions have been actively involved in the shaping of policy. Management in japan is to coordinate, integrate and motivate. Japanese companies outlook: In general, Japanese companies prefer a flexible-minded person who can co-operate well with colleagues. The style of business in Japan is based on consensus decisions where the whole management and often also the work force is consulted and agrees a common plan of actions for important decisions. Naturally, decision making takes longer with Japanese companies, but it has the advantage that when the consensus is reached, most or all of the company is in full agreement and are moving in the same direction. This can make Japanese companies slow to react, but extremely effective once the decision is reached. Teamwork and harmony in the workplace are very important aspects of Japanese working culture. Conflict is highly discouraged, and combative personalities will find themselves out of place in a Japanese company. Mutual harmony makes the company much more enjoyable to work in and also increases effectiveness because employees and management can devote their full attention outside towards the goal of doing business and are less distracted by internal feuds and conflicts. It is widely believed that Japanese employees work extremely long hours. This is true in Japan, where it is quite common to leave the office between 20:00 to 22:00 in the evening. In Europe, the European employees of Japanese companies are not required to work in the same way. Although overtime is sometimes required, just the same as with European or American companies (especially for management or sales positions), this is definitely overtime, and it is generally not expected for Europeans to maintain the same working hours as Japanese staff. Working conditions almost always follow the local European standard, including vacation time and social benefits. Famous top five Businesses in Japan economy: 1) Telecommunication: The top business in Japan today is telecommunications. In fact, telecommunications has been labeled in the country as the king industry. Among the most dominant c ompanies in the telecommunications business is KDDI and NTT (Nippon Telegraph and Tel). Revenues coming from both the telephone sector and the mobile phone sector only contribute to about 70% of the total.
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2) Office Equipment Manufacturing: The next top business in Japan today is office equipment manufacturing. The dominant company in this business is Canon, one of the worlds most dominant office equipment brands. Majority of the revenues being generated by Canon comes from the consumer side of the business. 3) Automobile (Toyota) The automobile is still among the top 5 businesses in Japan today. However, Toyota has been dislodged from the top spot, since Honda is now the dominant company in this business. The diversified nature of Honda helped it rise above the rest. As opposed to other automobile companies, Honda has four main business units: automobiles, motorcycles, automobile finance, and power products. Their automobile business unit is the biggest contributor in total revenues, amounting to 75%. 4) Engineering and Construction: The next top business in Japan today is Steel, Engineering and Construction. The dominant company in this business is the JFE Group. They are involved in steel, engineering, shipbuilding, electronics and urban development. However, 80% of their total revenues come from the steel business unit. East Japan Railway Company (East JR) is another top company in this business. They control most of Japans railway, where 17 million people use in a daily basis. 5) Japanese Conglomerate: Rounding up the top 5 businesses in Japan today is the diversified conglomerates, which is dominated by trading companies. The dominant company in this business is Mitsubishi, which have interests in automobiles, shipbuilding, mining, electronics, insurance and other financial services, energy, heavy industries, aviation, food and beverage, and many others. Other recognizable companies in this business include Sumitomo and Mitsui. Next section provide some benefits with respect to the Japanese company Benefits of a Japanese company: Japanese companies rarely fire their employees, and go to great lengths to help staff if they are having private problems. This gives one more stability in their job and in life.They are normally very friendly and listen to what employees recommend. The atmosphere is normally very cooperative and not so competitive. Office politics and
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mobbing occur far less in Japanese companies than in most other cultures.Jobs are generally more interesting because they offer a wide variety of tasks and flexibility.As they seriously plan in the long-term, Japanese companies are generally very stable and do not totally change their structure and priorities every 6 months as is often the case with American companies. Life style: Way of working: Japanese companies have a different working atmosphere and often have a different way of working to European companies. We have prepared a few hints below which may be useful in helping to understand this unique perspective and may also assist in strengthening working relations. Develop your patience. Proposals, projects and suggestions often take longer to be accepted, but remember that when they are, you normally receive very good co-operation and back-up from your colleagues. Be diplomatic. . When discussing a difficult matter, you should approach it carefully and allow the management an easy way out of the situation without losing face. Be observant. The Japanese often signal their approval or disapproval of things in subtle ways and soft wording. Because we are not accustomed to this kind of behavior, Westerners often completely miss the point. By observing closely, one can develop a feeling for this. Be flexible. If you are requested to do a task which is not strictly your job, remember that this is normal in Japan. Consider it a compliment that you have been asked to take care of the matter -it means that you have been seen as capable and responsible since you have been selected. Even if it is a "menial task" such as making coffee, remember the Japanese do not distinguish as much as Europeans between menial tasks and "real work". A job well done is a job well done. Consider the importance placed by Japanese on their tea ceremony or dressing in traditional garments or flower arrangement. Such things which appear simple or unimportant to Europeans are viewed differently in Japan. Be polite. Japanese place a great deal of importance on being polite. This means showing respect to ones fellows and observing normal manners. Don't worry about having to learn
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Japanese manners or customs -as long as you show respect and apply the normal good manners of your own culture, you will be appreciated. Be friendly. Disgruntled or unfriendly people are not appreciated in Japanese companies. While its true everyone has bad days and everyone has their own problems, the Japanese try hard not to inflict their own unhappiness on others. Be honorable. Honesty and responsibility are respected in many cultures on Earth, but are especially prized in the Japanese culture, because they have a long tradition of strict moral and social codes. Be modest. Modesty is a much respected quality in Japanese culture. In Europe we often strive to be the best and stand out, to make our mark and be recognized; in Japan, successful people defer the recognition of their individual performance and cite the group as the source Nonverbal communication Importance in japan: Western communication style relies heavily on words. We expect communicators to be clear, precise, and skilled in expressing themselves verbally. We value people who have good presentation skills and are good at discussing and debating. Much of the training we receive in education and in business is aimed at honing these skills for verbal selfexpression. In contrast, Japanese communication relies less on verbal manipulation, and more heavily on non-verbal. Words are important, but so are body language, gestures, tone of voice, facial expressions, posture, and "non-word sounds" such as the hissing sound that Japanese often make when confronted with an unappealing proposal or situation. Japanese speak of haragei, the art of silently communicating "belly to belly," through intuition rather than with words. One reason that Japanese are able to rely more heavily on non-verbals for their communication is due to what scholars refer to as a high degree of shared context (background information). For example, think of the communication style between you and your spouse, or with your parents or siblings. One raised eyebrow can clearly say "You forgot to take out the garbage," and a certain tone of voice can communicate volumes. This is classic high context communication that needs only a minimum of words in order to get the message across. Japanese tend to have this style of communication with everyone, not just their close family members.

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Since the Japanese strive for harmony and are group dependent, they rely on facial expression, tone of voice and posture to tell them what someone feels. They often trust non-verbal messages more than the spoken word as words can have several meanings. The context in which something is said affects the meaning of the words. Therefore, it is imperative to understand the situation to fully appreciate the response. Frowning while someone is speaking is interpreted as a sign of disagreement. Most Japanese maintain an impassive expression when speaking. Expressions to watch out for include inhaling through clenched teeth, tilting the head, scratching the back of the head, and scratching the eyebrow. On-verbal communication is so vital that there is a book for 'gaijins' (foreigners) on how to interpret the signs! It is considered disrespectful to stare into another person's eyes, particularly those of a person who is senior to you because of age or status. In crowded situations the Japanese avoid eye contact to give themselves privacy.

Chapter 3:
Trade Blocs: APEC: APEC Forum APEC is the premier forum for facilitating economic growth, cooperation, trade and investment in the Asia-Pacific region. It is an inter-governmental forum, which operates on the basis of non binding commitment and open dialog. No treaty obligations APEC has 21 member economies with a population of over 2.6 billion which accounts for more than 40% of the worlds population. APEC countries have a combined GDP of 21 trillion US dollars which is more than half of world GDP. APEC accounts for nearly half of world trade. Member Economies
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* Australia * Brunei Darussalam * Canada * Chile * People's Republic of China * The Republic of the Philippines * The Russian Federation

* Malaysia * Mexico * New Zealand * Papua New Guinea * Peru * Hong Kong, China * Japan

 TPP:

* United States of America * Chinese Taipei * Republic of Korea

* Indonesia * Singapore * Viet Nam

The 2005 Trans-Pacific Strategic Economic Partnership Agreement (TPSEP or P4) is a trade agreement among Brunei, Chile, New Zealand, and Singapore. Its purported aims are to further liberalize the economies of the Asia-Pacific region. Since 2010, negotiations have been taking place for the Trans-Pacific Partnership (TPP), a proposal for a significantly expanded version of TPSEP. The TPP is a proposed trade agreement under negotiation by (as of August 2013) Australia, Brunei, Chile, Canada, Japan, Malaysia, Mexico, New Zealand, Peru, Singapore, the United States, and Vietnam.

Comparison with west (Glimpse)

1) Career perception: Japan Vs. Germany Japan Lifelong employment Seniority promotion Ultimate goal: broad experience Germany Short time employment possible Promotion on merit Increased mobility Specialists

2) Human resource Management: Japan vs. USA JAPAN top priority given to human assets in management regular employees = fixed assets well-being is crucial USA primary importance will be accorded to numbers and laws rather than to people employees = semi-variable assets can be hired and fired as needed

3) Management and Working Styles: Japan vs. West

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Japan west reciprocal commitment between managers less bonds and workers open-plan offices working space is structured according to individual needs formalized and ritualized interactions informal interactions more common intuitive, nonverbal communication is analytical, logical argumentation style important face-to-face communication more written communication more important important generalists specialists promotion by seniority promotion by performance conflict is solved privately people-oriented informal communication decision by consensus conflict is solved in public task-oriented formal communication decision by majority

Reference: Kevin Bucknall, Japan: Doing Business in a Unique Culture, Boson Books, North Carolina, USA, 2006 A Short History of Japan . 2013. A Short History of Japan . [ONLINE] Available at: http://frug.podbean.com/. [Accessed 10 December 2013].

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