You may be a very efficient manager in the west. However, the odds are you will spend much time here convincing Japanese people that your ideas are right, and then, things may work-out much slower than what you are used to, if they progress at all. Unless the situation is critical, Japanese people are very unlikely to accept radical change in their way of working. They may also consider that your assignment is only for a few years, and they will stay longer, so they would better please their Japanese colleagues and customers than yourself. Those are reasons why you should you take as a baseline for your assignment objectives what your predecessor in Japan has achieved, not what you have achieved in another country. In most situations, it is probably safer to promise that you will implement consensual and incremental change, correct obvious flows, and give visibility to your management.
Western and Japanese people seldom work together efficiently, as the way of thinking and background are quite different. Also, communication is usually poor due to translation. Quite rationally, most Japanese employees would rather leave you idle on the side, and continue managing the day to day business themselves. They believe they will lose more time engaging you than they will gain, and they sometimes fear you will break all the relationships and organization they put in place. You may enjoy a two years holiday in Japan with all the perks of an expat. However, if your idea is to get real work done, you should make sure your position is designed so that you stay in the loop of most decisions: a good idea would be to have control over the budget, or to have strategic technical knowledge that is positively necessary for your Japanese colleagues. By doing so, you will not have to convince your Japanese colleagues to keep you in the loop, as they anyways need you.
Anglo-saxon companies are amongst the most efficient and well-organized. As a result, western managers, especially American ones, often think their way of working is the best, and expect Japanese people just to admit it, listen and adopt their way. This feeling is especially true as most Japanese employees may not master well the English language, and will not be able to explain eloquently their ideas in English. If you hear about the other side, Japanese people are justly proud of their achievements: they have built the second world economy on a narrow piece of land (thirty times smaller than the USA), managed the most efficient and fastest transition from the feudal world to a modern country. Japanese people also often think that their society is more harmonious. We could spend hours comparing Japan and the West, but there are for sure areas where Japan is very competitive with the west, the most obvious example being the automobile industry. Your subordinates will not take your statement as face value and always challenge them. So, to succeed, you will have to listen to your employees, prove them that your ideas are right, and, especially, that they are suited to the Japanese environment.
While local people tend to exaggerate the specificities of Japan, there are some objective differences between the “West” and Japan that usually boil down to the following ones:
There is a general feeling in the west, especially in Anglo-Saxon culture, that spending long nights in the office is a proof of poor personal productivity, as brilliant people will organize themselves better and finish their work early. This is certainly often true, but there is also a dark side. Dig a little bit, and behind a self-declared productive person leaving the office at 5pm, there is often a hard-working subordinate or subcontractor making long days to compensate, or a fine-tuned rhetoric to push difficult work to other people. Japanese people generally respect hard work and long hours. During my experience in Japan, I could observe the relative success of two dozen western executives, and the hardest working people were consistently and significantly the most successful, even if they were not always the most knowledgeable or experienced. By spending long hours at work, they gained respect from their colleagues, they had time to put attention to details, and they were in the office when decisions were taken late at night. The most effective meeting I experienced was an infamous 14 hours session that started at 4pm and finished at 6 am the following morning having worked through all the details of a complex contract. This is somehow extreme, but you should expect to finish work regularly between 9 and 11pm. To be successful, you would be wise to forget about evenings in the American club and regular dates with your wife on weekdays. A good compromise is probably to work intensely on weekdays, but keep your week-end to yourself and your family.
Tuesday, March 25, 2008
Foreign manager in Japan
Saturday, March 22, 2008
Party under the cherry blossoms
Thursday, March 20, 2008
Trains from a bygone age in Oigawa valley
Oigawa Railway Company (大井川鉄道):http://www.oigawa-railway.co.jp/
Steam train service between Kanaya and Senzu: Y2370 (14.50 Euro) including Y560 of steam surcharge : the train leaves Kanaya between 10am and noon, all seats are reserved, reservation by phone, internet, or on the day of travel at the station. On weekdays, it should not be necessary to book. The schedule of steam services to Kanaya is not always convenient (departure from Senzu at 14:16 or 15:23 depending on days), but it is also possible to board a regular electric service on the way back. Last departure from Senzu at 19:56 on regular service
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Ikawa line between Senzu and Ikawa: 5 trains a day, first departure from Senzu at 9:23, last departure at 13:45. Approximately 105 minutes. Last departure from Ikawa at 15:48. line site : http://www.ikawasen.jp/).
A bus service links Senzu station (千図) and Okuizumi station (奥泉) to the nearby SumataKyo onsens (寸又峡温泉). There are plans available combining a stay at the onsen, dinner, breakfast and steam train service for Y9980 to 11980 (60 to 72 Euros).
Model Train shop Tenshodo (天賞堂): 4-3-9 Ginza, Chuo Ku, Tokyo 〒104-0061 東京都中央区銀座4-3-9 TEL:03-3562-0025, open everyday except Thursday from 11:00 à 19:30. Access from JR Yurakucho station (有楽町) or subway Ginza station (銀座).
Full Story
Saturday, March 8, 2008
Tokyo Neighbourhoods: Akasaka
Hotel New Otani : 4-1 Kioi-Cho, Chiyoda-Ku, Tokyo T102-8578, 03-3265-1111, Buffet « Top of the Tower », Y5040 (30 Euros) per person for lunch, Y7875 (50 Euros) for dinner, reservations by phone: 03-3238-0023. http://www.newotani.co.jp/en/tokyo/
Grand Prince Hotel Akasaka : 1-2 Kioi-Cho, Chiyoda-Ku, Tokyo T102-8585 Tel: 03-3234-1111. Bar “Top of Akasaka”, open from 5pm to 1am. http://www.princejapan.com/GrandPrinceHotelAkasaka/
Tokyo Underworld: The Fast times and Hard Life of an American Gangster in Japan, ISBN 978-0375724893: un a very entertaining story of Tokyo postwar underworld, based on the memories of an American gangster in Japan.
I suggest looking for a restaurant on Yahoo Gourmet http://gourmet.yahoo.co.jp/ or Gunavi http://www.gnavi.co.jp/ (Japanese language site). Restaurants go quickly out of fashion in Tokyo, so it is better to get updated regularly. Just in case, here are two easy to find stable addresses accessible to foreigners.
Umai Sushi-Kan (うまい鮨勘): close to Akasaka station on Akasakatodi. Akasaka 3-13-1, Minato Ku Tokyo T107-0052 東京都港区赤坂3丁目13-1: Tel 03-3560-6711. Sushi sets from Y1500 (9 Euros) to Y3000 (18 Euros) par person, open from 11am to 3am on week-days, from 11am to 11pm on week-end: http://www.sushikan.co.jp/
Kyushu Jangara (九州じゃんがら): between Prudential Tower and « Hié Jinja » sur la « sotobori dori ». NagataCho 2-12-8 Chiyoda-Ku Tokyo 〒100-0014 東京都千代田区永田町2-12-8. open from 10:45am. Closed at 1am on sunday, 3:30am on Friday and 2am on other days. Pork soup noodles « Ramen » from Y600 (3.5 Euros) to Y1000 (6 Euros) per person. http://www.kyusyujangara.co.jp/shops/akasaka.htm