Comparison of work culture in Japan,India,USA and China taking one company as example.

1. Countries Decision Making
(Controlling)
Collective
Responsibility
(Organization)
Promotion,Selection
& Job Security
(Staffing)
Time Perception
(Planning)
Hierarchy
(Leading)
India
Infosys
 Decision making
takes a long time.
 People are
comfortable with
uncertainty, so
delay in decision
making happens.
 Superiors
have more
power, the
decision
taken by
them are
mostly the
final
decision.
 Indian’s
tend to take
more risks.
 Promotion is
based on
individual
performance.
 Planning
takes time.
 Manager’s
in India
follow
autocratic
leadership.
 Worker’s
look up to
managers
for
direction.
USA
Apple
 Decision making is
done in a rational
approach. It is
more
individualistic.
 In America there is
an assumption
made that the
leader has
unlimited
information, and
that they know all
solutions, which
becomes a
weakness.
 American
negotiator
respects the
opposing
team.
 Managers
accepts
risks to a
great
extent.
 If the person
is not good in
work, he/she
can be fired,
except in
Government
jobs.
 Promotion
happens based
on
performance.
 Punctuality
in work is
high.
 Superior’s
often take
decisions.
 They tend
to follow
both
autocratic
and
participative
leadership.
Japan
Nissan
 Decisions taken are
based on semi
rational and more
on emotional
perspective.
 It is more
interdependent.
 “Fault of
one is fault
of all” is
the
technique
that
Japanese
follow.
 High Job
security.
 Promotion is
based in
individual and
group
performance.
 Decisions
are based
on long
term
perceptive.
 They follow
Participative
leadership.
 Proposals
go through
a lot of
levels
before it
gets
sanctioned.
China
Mi
 Slow and
methodical in
taking decisions.
 Lengthy and
arduous process to
take decisions.
 Workers
rely on
leader’s
decision.
As they
believe
they are
most wise.
 Less
Promotions,
but people
have high
packages.
 Implement-
ation takes
time.
 Superior’s
take the
decisions.
So they
become the
leaders.
 They take a
lot of time
to negotiate,

2. References:
1.Deresky.(n.d.).China:Negotiating& Decision-MakingPage.Retrievedfrom
http://onken.com/classroom/interculturalmanagement/china/china_negotiationanddecision.html
2. Erin Mayer. (2017, July1). To LeadAcross Cultures,FocusonHierarchyandDecisionMaking.
Retrievedfrom https://hbr.org/2017/07/being-the-boss-in-brussels-boston-and-beijing
3. Rita Nguyen.(2017, March 23). Work Culture inIndia - CareerProfessor.works.Retrievedfrom
https://careerprofessor.works/work-culture-india/#
4. Most successful andinfluential companiesinIndia- Top10 mostsuccessful andinfluential companies
inIndia.(2013, February19). Retrievedfrom
https://economictimes.indiatimes.com/slideshows/corporate-industry/most-successful-and-influential-
companies-in-india/1-tata-group/slideshow/18572620.cms
5. US: Negotiation&Decision-MakingPage.(n.d.).Retrievedfrom
http://onken.com/classroom/interculturalmanagement/us/us_negotiationanddecision.html
 Value
relationship
to a great
extent.
as they try
to develop
relationship.