the Koreas, Japan, the US & Hofstede

(part two)

Japan
   In the 1970s, the Japanese began noticeably to change the managerial landscape; including the United States. There were many points of view forwarded, and many books written on the topic. As the world, typified by American business, came to grips with what was working in Japan, one of the best works to be published on the topic was The Art of Japanese Management (Pascale & Athos , 1981). Pascal and Athos noted “7 S's”; strategy, structure, systems, skills, staff, style, and shared values. Moving forward from such an eye opening, management that took things for granted would hereafter do so at their own peril.
   This holistic sensibility echoes the Zen of the predominant spiritual path in Japan; Buddhism. An extension of the contextual balance just cited, finds Japanese effective management tending to demure from force or personality; in contrast with the US (World Business Culture, n.d.).
   Naturally, there is much more similarity among the Asian countries. One such example finds both Koreas, tending to seek out consensus building as part of decision-making processes. This is been developed in Japan to an actual system, wherein the managerial facilitating role still allows for some influence; and is called nemawashi (World Business Culture, n.d.).