LEAD FPX 5210 Assessment 3 Global Leadership Presentation

LEAD FPX 5210 Assessment 3 Global Leadership Presentation

Name

Capella university

LEAD-FPX5210 Leading Global and Diverse Cultures

Prof. Name

Date

Denmark and Japan

Japan

• 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 refers to how people with less power within an institution or organization perceive inequality in power distribution.

Japan

• Individuals, regardless of their power level, obediently follow those above them.
• Organizational structures tend to be hierarchical.

Denmark

• Decisions in organizations are decentralized, not solely made by top management.
• The structure is flatter, with less hierarchy.

Uncertainty Avoidance

Uncertainty avoidance deals with how people feel threatened by ambiguous situations.

Japan

• People require a sense of security to focus and perform their work.
• Trust in expertise is essential.

Denmark

• People are more willing to take risks.
• They prefer activities that are less structured.

Individualism vs. Collectivism

Individualism is characterized by individuals taking care of themselves and their immediate families, while collectivism emphasizes working in groups and supporting each other.

Japan

• Vigorous work ethic.
• Promotions are typically based on seniority.

Denmark

• Promotions are based on performance.
• Weaker work ethic in comparison to Japan.

Masculinity vs. Femininity

Masculinity focuses on success, money, and material possessions, while femininity emphasizes taking care of others and prioritizing quality of life.

Japan

• Emphasis on money and employer recognition, leading to stressful work environments.

Denmark

• Focus on employment security and individual freedom in decision-making, with less societal influence.

Denmark and Japan – Culture and Economics

Culture

• Japan: Considered a serious culture.
• Denmark: Known for being overly friendly.

Economics

Japan

• Innovative population.
• Member of APEC, WTO, OECD, G-8.
• Third-largest economy globally.

Denmark

• Small market, geared towards open trade.
• Member of the EU, OECD, WTO.
• One of Europe’s strongest economies.

Denmark and Japan – Business Climate and Common Business Practices

Business Climate

Japan

• Employees are loyal to their companies.
• Success-driven mindset.

Denmark

• Strives for work-life balance.
• One of the highest GDP per capita rates in the world.

Common Business Practices

Japan

• A sense of belonging is important in businesses.
• Meetings with others often require a mutual introduction.
• Business relationships are prioritized over personal ones.

Denmark

• Business transactions are formal.
• Business and personal relationships are kept separate.

Denmark and Japan – Management and Leadership Practices and Cultural Expectations of Women

Management and Leadership Practices

Japan

• Employment is often seen as lifetime commitment.
• Collaboration in groups is highly valued.

Denmark

• Management is expected to inspire and retain talent.

Cultural Expectations of Women

Japan

• While women have equal rights, gender-balanced roles limit opportunities for advancement.

Denmark

• Women have equal opportunities for education and advancement in the workplace.

Denmark and Japan – Leading Others and Working

Leading Others

Japan

• Employees are expected to follow top-down decisions without questioning.
• Company success takes precedence.

Denmark

• Teamwork and partnership are encouraged.
• Leaders are expected to motivate and inspire.

Working

Japan

• Long working hours are standard, with proper training for long-term employment.
• Employees have autonomy to make decisions.

Denmark

• Open-mindedness and work-life balance are encouraged.
• Employees’ voices are heard.

Denmark and Japan – Workplace and Society Strategies

Japan

Workplace

• Focus on performance-based promotions and equal opportunities for men and women.
• Emphasize work-life balance to promote family growth.

Society

• Encourage collaboration and reduce the emphasis on materialism and status.
• Remove the stigma that women are primarily homemakers.

Denmark

Workplace

• Ensure equality in wages and promotions.

Society

• Continue current work-life balance practices.

Denmark and Japan – Recommendations

Drive

Leaders must understand both Danish and Japanese cultures to be successful. They should recognize which countries handle fast-paced projects better (Japan) and demonstrate confidence in their leadership abilities.

Knowledge

Leadership strategies should be based on an understanding of both cultures. Leaders must adapt to cultural customs and practices, considering the holiday schedules of each country.

Strategy

Leaders need to incorporate cultural awareness into their strategies and adapt to different cultural interactions, while maintaining confidence in their leadership.

Action

Leadership strategies should integrate into the local culture when working 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 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