Wa in Japanese Business Culture the Series

¶ … Wa" in Japanese Business Culture

The series of articles depicting the kind of business culture in Japan reflects on the collectivist and high level of uncertainty avoidance present in the Japanese society. Collectivism and uncertainty avoidance is best illustrated through the concept of "wa," which may mean any of the following: "harmony, peace, tranquility, and balance." In this paper, "wa" is studied in the context of the business environment, applying this in discussing the basic principles present in the Total Quality Management (TQM) principles, conceived by W. Edwards Deming.

TQM, according to Deming, is defined as follows: "TQM means that the organization's culture is defined by and supports the constant attainment of costumer satisfaction... This involves the continuous improvement organizational processes, resulting in high quality products and services." In effect, TQM focuses on two important principles: "customer-centered and employee driven management" (Kreitner, 1995:16).

Japanese business culture is evidently an example of a society that subsists to the principles of TQM. Looking into the cultures of businesses in Japan, cooperation and harmonious relationship is preferred over competition and individualism, respectively. Sen Nishyama's article on the "wa" culture of Japan shows that "[a] strong sense of group cohesiveness" exists, where "each worker feel responsible for the quality of the final product coming off the line." In this passage, the customer-driven principle is adhered to; furthermore, employee compensations are given in order to motivate and encourage employees to perform their best and continue cooperating with the other members of the organization.

Another example of the employee-driven TQM principle in Japanese business cultures is reflected in the article, "The Day of Yoshiaki in Kawasaki." In the article, the author discusses how Kawasaki's employee-driven business culture allows it to have low employee turnovers, as well as ensuring the company that its employees are committed to provide quality performance and even a "lifetime" of service as an employee. The Kawasaki culture also shows that competition and individualism is discouraged and not subsisted to by its employees, since "career advancement isn't anything... Life is not only getting ahead... once on the ladder, a worker is guaranteed a place for life; seldom is anyone fired or laid off."

These cases, illustrating the Japanese business environment in general, provides a good insight at how TQM is applied among Eastern nations (such as Japan). TQM, a concept formulated and implemented initially for the Western business culture, has instead became more effective among the Eastern societies. One of the primary reasons why TQM succeeded in the East is because of the collectivist nature of societies of nations, particularly those situated in the Asia-Pacific region. Thus, TQM is not a revolutionary concept for the Japanese; it merely reiterated its culture, considering TQM as an "industrial philosophy" and a "new religion" for the nation's business culture. In effect, high regard for people within and outside the organization is but a natural characteristic of Japanese society. When TQM was introduced in Asia, it did not meet any obstacles at all, but further strengthened its principles of customer-oriented and employee-driven methods of management.

Looking into the Japanese experience, "wa" fits exactly to the objectives of TQM, hence, its success in the country. However, since each business culture is distinct from the other, TQM may or may not become successful when applied to a particular business organization. One of the first considerations that one must consider when deciding to whether or not apply a customer-oriented and employee-driven management policy is its members. Managers and leaders of the organization must know the psyche and personalities of each member; ascertaining whether TQM principles can be applicable to all employees or a selected few only. In effect, if an organization subsists to the culture of cooperation, collectivism, and uncertainty avoidance, then TQM is applicable and can potentially become a success. However, if the prevailing business culture in the organization is one that is dominantly individualist, competitive, and aggressive, then TQM may impede the success and development of both the organization and its members.

The United States is an example of a nation wherein TQM is not applicable. American society, characterized by its individualist, competitive, and aggressive nature, does not adhere to the 'employee-driven principle' of TQM. It is ironic, though, that TQM originated from the Western business culture but this philosophy has, instead succeeded and proliferated among Eastern nations. Furthermore, in the context of the Japanese business culture, there is no distinct concept that best characterizes American business cultures, as opposed to the "wa" concept prevalent in Japan.