Japanese Work Culture Vs Indian Work Culture

This Article compares and contrasts the decision making processes used by India and Japan who represent one of the two powerful countries of Asia. First part of the discussion comments on the nuances of decision making in Japan and India. However, the second part questions the capability of rules in enabling quicker outcomes.

Social fabric of any culture is shaped by their history which in turn influences the way different countries or cultures conduct their businesses. The Japanese are generally known for being quick decision makers. They choose to involve all the possible stakeholders who can contribute or may be affected by the final outcome. The same approach is visible in their professional engagements too where Participative Management, involving both management and workers alike, is practiced. With Sony, Hitachi, Toyota and Suzuki being household names across the world, many believe their culture is the secret of their competitive advantage in the Automobile and the Consumer Electronics arena. Since everyone is part of the consensual decision making process, to improve quality, workers and management work together in quality circles and all of them are involved in the continuous struggle to improve all aspects of the self and of the company.

On the other hand, Historical evidence in India propounded by the Varna System, wherein the roles and responsibilities were defined according to the varna/caste of an individual – Brahmin, Kshatriya, Vaishya and Shudra, corroborates individual decision making. There are clearly laid down rules for the tasks and duties of an individual whether be it in family or in any social groups. Traces of this can be found out in the ancient scriptures of Manusmriti as well as one of the all time great book on Economics and Politics – Arthashastra where Kautilya examines the role of a King. On the social front, Indians believe in Karta, the eldest of the family, who is responsible for major decisions. Rest all chores are defined for individuals as per their ability and societal constraints. This is manifested in one becoming the right person for the right job. Outcome is perfect job done within an optimal time.

As is evident from the above discussion, both styles have their merits and demerits. If in Japanese method the workers feel like partners in the business, the Indian system promotes role based growth. Also, if the Japanese way invites lots of overheads in terms of cost and time, the Indian method hampers innovativeness and experimentation.

Before we move further, there is also a need to question our assumptions. A rule based system is easily scalable and replicable but not without its limitations. While rules may enable smooth transition from one state to another, they may not necessarily be the fastest way to the desired outcome.

‘Every coin has 2 sides to it’ and effective decision making is no exception. To every positive integer on the number line, there is a corresponding negative integer too. Thus, I conclude, that there is no universally applicable way to most effective decision making and sustainable decisions are a function of specific problem’s constraints.

Japanese Market - Info

Currency: Yen (JPY)

　

Working climate

• Visiting cards should be exchanged at the start of the meeting. The eldest and highest-placed person presents their card first.

• It is customary to bend forward slightly, holding the card in both hands.

What to do and what not to do

• Take an interpreter. Japanese people will be more receptive to discussions in their own language.

• Present your products in an organised manner.

• Be available and do not keep your client waiting.

Trends

• The prêt-à-porter sector is growing rapidly on the accessories market, with Japanese people becoming increasingly brand aware.

• In the fashion jewellery sector, inexpensive Japanese copies of fine jewellery are decreasing in popularity. The use of precious metals is becoming more widespread, whilst Japanese and foreign creators are focussing on design.

• In Japan, hats are becoming a fashion accessory for 20 to 30 year old women and for elderly women.

• Foulards, scarves and wraps are not in high demand in Japan, due to the boom in the silk scarf sector at the end of the nineties.

• The Japanese don't tend to make copies of products like they do in in China. They appreciate colours. French savoir-faire is important, but will not sell a product in itself. Products need to be innovative. Being "made in France" is not enough, because competition is harsh and the market has evolved enormously.

CAA defines “Used by Date” and “Best Before Date” in Japan.

In April 2011, Japans CAA i.e. Consumers Affair Agency clarified the use of "Used by Date" and "Best Before Date" which are generally misunderstood by consumers while purchasing various commodities. They revised the rule in Volume 2 of the Q & A book in order to clarify the issues facing by consumers. The Q & A book is generally used as an operational guideline and serves as a reference for processed foods and manufacturers as well as importers.

Below mentioned are few major issues in this revision.

1. Clarifying the meaning of "Used by Date" and "Best Before Date"
Under current Japanese law, there are 2 types of date marking for processed foods in Japan. The first type of date marking requires a "Use by Date" which is intended for foods that tend to have a relatively short life (5 days or shorter). This includes food found at delicatessens, boxed lunches, sandwiches and other prepared food and meals.
The date is labeled on the package in a year-month-date format. Some manufacturers also choose to add a "use by time" and list their conditions under which this date marking is applicable. "Use by Date" and "Use by Time" type of date marking indicates that the product should not be consumed after the date mentioned on the label.
The second type is the "Best before Date" which is applicable to products with a long shelf-life such as processed foods, frozen foods etc. The "Best before Date" indicates the date or month that the initial quality of the product can be expected to be maintained if stored under the conditions or temperature specified on the package. The year-month-date format is used for products that need to be consumed by or before 3 months, if the expected duration of the product is more than 3 months then the best before date must appear in the year-month format.
Most US and Indian products are labeled "Best before Date" because of its long shelf life.
The "Used by Date" and "Best Before Date" are only good prior to opening the package. Once the package is opened, CAA recommends that the food be consumed ASAP.
2. Promoting the listing of information for storage condition of products
CAA encourages manufacturers to provide information to consumers by including instructions in each package to advice consumers to quickly consume the product after breaking the package seal.
Manufacturers are advised to mention the best before date in yyyy-mm-dd format and mention on package that the date is good with the condition that it is intact air-sealed package. Manufacturers are also recommended that they should include additional information which would help consumers indicate quality deterioration of products such as the color of food, change in flavor, expansion of package etc.


3. Manufacturers/Distributers cannot extend a date marking once set, even it if is scientifically rational.
   
CAA has sent out a clear message that it is illegal to extend a date marking once it is set by the manufacturer. There were several such incidents that were put to notice to CAA in the past due to which this rule has been mentioned in the Q & A book.

Bullet trains: Japan says will provide latest tech

The plan to introduce bullet trains in India moved several steps ahead when Railway Minister Dinesh Trivedi met visiting Japan Prime Minister Yoshihiko Noda and expressed his willingness to introduce the world-class Japanese transport system in the country.

“I met the Japanese Prime Minister and told him that with Indo-Japan cooperation, we can build the world-class transport system in India,” Trivedi told The Indian Express. “I have seen their presentation and what has impressed me is their safety aspects.”

A section of the Japanese delegation will meet senior Railway Ministry officials and further pitch for the trains which run upwards of 300 km per hour on dedicated tracks. The Japanese team has highlighted the fact that in the 47 years of its existence the bullet train system — Shinkansen — has not recorded any accident.

It is learnt that Trivedi has been particularly impressed with the fact that during the devastating earthquake and tsunami, which ravaged Japan in March this year, the bullet trains suffered no casualties as their in-built anti-quake brakes came to the timely rescue.

With the high-level Japanese delegation in the country, officials said the chances of a formal commitment have risen significantly.

Countries like Germany and China have also been wooing the Indian Railways to get a toehold in the project. What tilts the balance in Japan’s favour is that bullet train technology used by the Chinese for the Beijing-Shanghai line was also partly supplied by the Shinkansen.

Japan will now hold a conference on its bullet trains in January aimed at Indian Railways officials.
The Railways has paved the way for the trains on paper. Six corridors — Delhi-Chandigarh-Amritsar; Pune-Mumbai-Ahmedabad; Hyderabad-Chennai; Howrah-Haldia; Chennai-Bangalore-Coimbatore-Ernakulam-Trivandrum; and Delhi-Agra-Lucknow-Varanasi-Patna — have already been proposed for the ambitious project.

Toshihiro Yamakoshi, director in the office of project development (Railway Bureau) in Japan’s transport ministry, told The Indian Express in Tokyo that Japan would be offering the “latest necessary technology” for the six corridors that India is planning to develop, spanning over 3,800 km.

According to an estimate, it will cost about Rs 100 crore to construct a one km dedicated high speed corridor. As per the preliminary report, ridership revenues would be able to cover the operating cost of the project.

China's aggression brings India-Japan closer

The stubborn Chinese footprints in South Asia, including the Indian ocean, have forced India and Japan to have strategically closer ties.

The two countries were tacitly trying to stymie the growing Chinese military ambitions with defense dialogues, bilateral maritime exercises and a possible Japanese arms export to India. There's no doubt that New Delhi wants to replicate Beijing's "Strings of Pearls" strategy and expand its ties with Japan, South Korea and Vietnam.

But the Chinese discomfort over the Tokyo-Delhi bonhomie and the Indo-US-Japan trilateral was evident. China's state-run People's Daily made it clear when it accused the US of involving India and Japan to contain the growing Chinese hegemony in the region. Lu Yaodong of Institute of Japanese Studies in Chinese Academy of Social Sciences interpreted the India-Japan summit as "continuance of Japan's Arc of Freedom and Prosperity strategy, which is an effort to contain China".

China on Wednesday reacted cautiously about Japanese PM Yoshihiko Noda's maiden visit to India. The Chinese foreign ministry simply said they were ready to actively develop ties with both Japan and India.

Such assertions, however, were likely to be taken with a pinch of salt. China's couched yet aggressive posturing in Pakistan occupied Kashmir (PoK) and its military partnership with Pakistan, Sri Lanka and Bangladesh have been good reasons to make New Delhi nervous.

Moreover, the maritime faceoff between Tokyo and Beijing over the past few years have brought a sense of insecurity in the Indian ocean realm.

Vietnam, too, has been under pressure over China's territorial claims in the "disputed" South China Sea region. The ripple effects were felt in India as China tried to block ONGC's offshore explorations in South China Sea.

To ensure balance of power, Japanese officials said Indo-Japan maritime cooperation was needed. During defense minister A.K. Antony's visit to Tokyo in October he talked tough on freedom of navigation in international waters.