Business Communication in Japan

Index
Title Acknowledgement Certificate Executive Summary Japanese Culture Overview Communication Style Business Culture Organisational Structure Non-Verbal Communication Factors Influencing communication Communication Challenge for Japanese companies Bibiliography Page No. 1 2 3 4 5-7 8-18 19-20 21-23 24-27 28 29

Acknowledgement
I would like to express my greatest regard to our Business Communications teacher Dr. Nomita Sharma for her untiring help and encouragement during the course of the project titled Business Communication in JAPAN. I highly acknowledge, with deepest sense of gratitude and indebtedness, her great coordination and support throughout the course of work.

Mayank Gaur BBS 1-C Roll No. 50490

Certificate

This is to certify that Mayank Gaur of BBS 1st Semester (Section C) has completed the project Business Communication in Japan under my guidance and fulfilled all the requirements.

Dr. Nomita Sharma

Executive Summary
As companies continue to expand beyond borders to develop global markets and standards, we are living today in a kind of "virtual reality" -- one can see the same products, the same logos, whether one is in London, Bangkok, or Rio de Janeiro. A French businessperson may work with a Japanese to sell products designed in Israel, manufactured in California, and assembled and tested in Malaysia. Add to this communications technologies such as videoconferencing and e-mail, and the world indeed seems to be shrinking. In this climate of international collaboration, surrounded by the illusion of sameness, we may easily assume that "business is business," and that, when dealing with business associates in the same industry, we "speak the same language" despite cultural differences. This can be a dangerous assumption. In fact, the more experience a non-Japanese has in doing business with Japanese, the more aware he/she becomes of the difficulty of communication as an obstacle. As Japan has become a key part of the intricate global business environment, the foreign businessperson working in Japan or with Japanese companies outside of Japan may encounter a wide variety of communication gaps arising from differences in cultural values and assumptions, business customs, and language. This project will help to understand us the business communication of Japan and the way it is being influenced by its culture.

Japanese Culture: Overview

Japanese employees are taught to work in groups and to think of themselves as part of a family. They feel a great deal of responsibility toward their co-workers and their company. Knowing that failure or error might affect others leads the white-collar executive to be extremely diligent. Rewards are group oriented which places further responsibility on individual performance. Peer group bonding, a commitment to quality, and company loyalty are three important components of the white-collar employee's work ethic. Developing and maintaining long-term relationships with one's peer group creates the kinds of social and professional networks that represent the very foundation of business relationships in Japan. A commitment to quality has rightfully earned Japanese products a high reputation. Employees give a wholehearted allegiance to their employer and put their best efforts into the success of the company.

Japanese Communication Style

Japanese communication patterns, like most Asians, can be baffling to Westerners. Americans are used to straight talk. Great effort is made to convey the exact intent of the speaker. Japanese tend to use words as only part of the message. Other factors, such as silence, subtle body language, mood, tone, and intuition imply meaning of communication styles. About silence The Japanese tend to be suspicious of words; they are more concerned with actions. They believe in using silence as a way of communicating. They also believe it is better to talk too little than too much. Japanese take special note of the pauses between words. They are comfortable with less talk and longer periods of silence than are Westerners. Japanese may even use the fact that silence disturbs Westerners as a strategy to unnerve them. If the silent person is the highest ranked Japanese executive at the meeting, it can be a good sign. Or, it might mean he does not want to say something unpleasant. Indirect & ambiguous The Japanese tend to give very little explanation as to what they mean and their answers are often very vague. They dislike saying no and will not tell you if they do not understand. If they

disagree or do not feel they can do something, they will make a statement like it will be difficult. This usually means they do not feel they can do what you requested. They often leave sentences unfinished, allowing the other person to finish it in their own mind. Truth is relative The Japanese believe truth is dependent upon circumstances and obligations to other people. Nothing should be allowed to disrupt the surface harmony of the individual, therefore, the Japanese will often give an answer they believe will please the listener. Individual Japanese may not be able to tell you what you want to know, and instead make up an answer.

Saving face Accuracy is important to the Japanese and errors are not well accepted. A Japanese does not like being put in the position of having to admit a mistake or failure. To do so means losing face and this is very serious. They are also hesitant to admit they did not understand something. The Japanese tend to see criticism as personal and dont understand how Americans can separate criticism of ones actions from criticizing one personally. Eye contact Holding the gaze of another person is considered rude. The Japanese usually focus on a persons neck or tie knot. In Western cultures, we are taught to look people in the eyes at all times; averting the eyes often signifies a lack of sincerity or confidence. In Japan, constant eye contact is considered rude or even aggressive Indicating agreement The Japanese do not judge information given to them so they do not indicate agreement or disagreement. They only nod to indicate they are listening. To the Japanese nodding or saying yes only means they are listening to what you are saying. It does not indicate agreement. Personal Space Japanese keep a greater physical distance between themselves than do Westerners

They tend to be reserved and humble and like to blend into the crowd. Speaking loudly is considered rude and threatening. Pointing is also considered rude. They are also reserved when it comes to physical touching. Body Language The verbal and non-verbal habits of most Westerners place a premium on frankness and clarity, and are virtually the opposite of the Japanese. Foreign businesspeople are often frustrated because they cannot get "straight answers" from their Japanese counterparts.You must learn to become an active listener as well as a good observer of body language. Otherwise, it is easy to miss a great deal of what is being conveyed to you, seriously misjudge a situation, or make incorrect assumptions.

Cultural values Don't be too quick to judge. Enjoy Japan on its own terms. Resist the impulse to compare against your own American standards. Remember that cultures evolve through patterns of behavior that are effective for those people. While it may be different from your own, it works for them. Japan is one of the most industrialized countries in the Pacific Rim, and a major player in the global marketplace. They have an intelligent and diligent workforce, trade barriers that keep out imports, and spend less than 1% of their GNP on defense. To do business in Japan, have patience. It may take several years to penetrate their markets. Invest in the future. Contrasting values Japanese values group orientation politeness harmony indirect American values individual achievement directness material success

Business Culture
Japan is a vertical society. The Japanese do not have the same concept of equality as Americans. Relationships in Japan tend to be superior/subordinate. Employers are seen as parents, employees as children. Loyalty to superiors and to the company is seen as a great virtue. Japanese companies have a atmosphere of strict discipline in which rank and seniority are the foundation of all relationships. The Japanese need to determine your rank before they know how to relate to you. Business cards can provide this information. Give them out before performing greetings. Business Card Presenting In Japan, business cards are called meishi. Japanese give and receive meishi with both hands. It should be printed in your home language on one side and Japanese on the other. Present the card with the Japanese language side up. The card will contain the name and title along with the company name, address and telephone number of the businessman. In Japan, businessmen are call "sarariman."

General rules of etiquette

Seating 1. Strict protocol - seated according to rank 2. Both formal meetings and informal business entertaining 3. Allow a Japanese colleague to direct you to your seat. 4. The person of the highest rank sits in the place of honor - furtherest from the door or at the head of the table. 5. You should give and receive gifts with both hand. Present your gift humbly. 6. Carefully select your gifts and have them wrapped appropriately.

Punctuality The careful organization of time is the basis for industrial and technological productivity. So strong is the value placed on time, especially in America, that schedules and timetables may even control social life. There is a difference between business time and social time. The rule for business time is: dont be late. If a report is due, an appointment is made, etc., be on time. In the American system of values, patience is not a high priority. Establishing rapport with business acquaintances is not as important as evaluating their past performance. The importance of saving time is the reason why the telephone, electronic mail and other such devices are used so heavily. Japanese Leadership & Status The Japanese value consensus. The leader makes the final decision, but only after taking into consideration the opinions of everyone involved. His decision represents the consensus of the people working under him. The Japanese value of creating harmony and the family style of organization in a company requires that everyone agrees with the final decision.

Meetings
Appointments are required and, whenever possible, should be made several weeks in advance. It is best to telephone for an appointment rather than send a letter, fax or email. Getting acquainted The getting acquainted phase of doing business begins at the first meeting and it cannot be rushed. You will be seated by rank. The Japanese will ask general questions; be friendly. You may ask them questions such as about their interests, travel, etc. You may also volunteer some personal information such as your family, children, etc. Do not brag about your achievements. The Japanese will want to know the status, title and position of each member of your team - your hierarchy. You need to find out the ranking of the Japanese team members - they will be introduced according to their rank. After the meeting, the Japanese will probably invite you to dinner. Accept if at all possible as this is a good way to build relationships with them.

Gather information The highest ranking person and his assistants will probably excuse themselves. This is a signal that the business discussion can begin. Do not take the lead; let the Japanese set the pace. Meetings are open to almost anyone since they are for the purpose of gathering information and not making decisions. The key activity is fact gathering. You should be prepared with detailed information to back up your proposal. Expect a great many questions; make sure you have people on the team who can answer technical issues. Decisions are made only when there is complete consensus by everyone involved and this is done outside of the meeting. Meeting discussions will often be interrupted while the Japanese talk among themselves. Finally they will ask for time to think things over in order to start building the necessary consensus. Joking unacceptable Japanese take work seriously. Only after you prove you are good at work do you have the right to be silly and make jokes. They also seldom understand American jokes since jokes are based on an individual culture. However, the Japanese do like to joke and have a good time after work. Presentations The Japanese are non-projecting and restrained in speaking style and tend to use small gestures. They like to have the speakers views presented clearly, logically and firmly. They also like evidence of product quality and reliability included. The Japanese also appreciate visual images. They are basically non-argumentative and are uncomfortable with American attempts to be persuasive. Oral agreements Japanese believe in oral agreements. Detailed American-style contracts make them suspicious. This indicates to them that trust has not been established. They like to emphasize flexibility, willingness to make adjustments, and pragmatism. Litigation means a total loss of harmony. Etiquette & protocol Arrive a few minutes early. The leader of your group should enter the room first. The Host is in charge of introductions and the senior person is introduced first. Persons with titles should be addressed by their title and last name. No first names are used. The Japanese like more physical distance than Westerners. They tend to stand further away.

When the Japanese are introduced to each other, they bow with no eye contact. With Westerners, they may shake hands and also bow - no eye contact. Westerners are not expected to bow. If you do decide to bow, remember that the person of lower rank bows lower and longer. Handshakes are fairly loose and not particularly firm. At the end of the meeting shake hands with the senior ranking member. Acknowledge others with a nod and smile or a hand shake. Make sure you have put all business cards away. The most senior member of the visitors leaves the room first.

CASE STUDY
"What was that meeting about?" There was a group of Singaporeans and Japanese working on a marketing plan in Singapore. the Singaporeans got an e-mail from Japan outlining their marketing plan and it was completely different from the plan they presented to the Japanese at the meeting. "It was as if they hadn't attended the meeting. We call that e-mail 'the bomb e-mail'.", said one of the Singaporeans. The enthusiasm the Japanese showed at the meeting did not mean agreement. Instead, they were expressing their understanding of what was being said and how impressed they were with the good plan and the presentation. Their objective for attending the meeting was to hear their partner's plan so they could use the information to make their own plan. They returned to Japan, worked on the plan and then notified the Singaporean group. HONNE/TATEMAE Japanese sometimes seem to say one thing and then do another because they are withholding their personal opinion or true feelings (honne) in the public setting of a meeting, voicing only the official line (tatemae). To learn a person's honne, there has to be a good relationship between the people, and the setting must be appropriate--meetings are often not the place for honne.

"Why does it take so long to get a decision?"

A Westerner wanted to publish a book about the operations of a large Western company with a joint venture in Japan. He contacted the Western company and got approval in the first month . He immediately sent the book proposal on to a Japanese publisher. There they began to discuss it within their organization, which required extensive lobbying with key individuals at several levels, collection of more background data, obtaining advance commitments for book purchases, and so on. After two years he had become convinced that the publisher would never move forward, and had started thinking about other projects. Suddenly he got a call from the publisher telling him they needed the completed manuscript within a few months, which of course he never had working on in the past two years. Group Consensus vs. Individual Authority Japanese companies make decisions based on the cultural value of group orientation. Decisions tend to be made by group consensus rather than individual authority. In the process of forming a group consensus, all the possible repercussions of a decision are examined and taken into account, a holistic approach which maintains harmony within the organization. The Ringi System This collective, holistic, harmonious decision-making process has a formal manifestation called the ringi system. The ringi system consists of a written proposal which is circulated among all the people who will be affected by the decision. It is circulated by a predetermined route based on hierarchy, starting lower in the organization and working its way up. When the ringi proposal reaches each person's desk, they read it, sometimes make a few minor adjustments or suggestions, and then put their personal seal on it (in place of a signature in the West). By the time the ringi document has "made the rounds" and received everyone's seal, all the people involved in the decision have had a chance to give input and are in agreement on the decision. The ringi system is often used by large, traditional Japanese corporations for big decisions. However, even if the actual ringi system is not used, decision making in Japanese organizations will often follow a similar process. The end result is that the responsibility is spread out among many individuals and not left with one or only a few. This has the advantage of more people feeling responsibility and "owning" the decision; the drawback is that sometimes no one really is accountable for the decision or the results. Japanese people themselves are frustrated by the amount of time required to make decisions, and some steps are being taken within companies to delegate more decision-making authroity and make the process more efficeint. Nemawashi (Root-binding) Before Japanese company members "sign off" on a proposal, whether as a formal ringi document or more informally, consensus building starts with informal, face-to-face discussions. This process of informally making a proposal, getting input, and solidifying support is called nemawashi. The word nemawashi (root-binding) comes from gardening. It is the process of preparing the roots of a plant or tree for transplanting, protecting the roots from damage.

Nemawashi in a Japanese organization protects the decisionmaking process from "damage" such as disagreement or lack of commitment.

Benefits of the Japanese Decision Making Process

One benefit to a longer, consensus-based decision-making process is smoother implementation. veryone is aware of the decision, most people agree with it, and more careful planning has taken place. Another benefit is that when different groups or companies are involved, the relatively longer process allows a stronger and more trusting relationship to develop, once again resulting in smoother implementation.

Negotiations
Relationship oriented The Japanese do not tend to be particularly strong at negotiating since they see it as a form of conflict. They dislike debate and if the other side becomes too aggressive, they will simply withdraw. The major purpose of negotiations to the Japanese is to see if the two companies can get along over the long term. The Japanese want to build a personal relationship and this can take a long time. They will want to know your age, the university you attended, about your family and in general, about your background. During a negotiating meeting, there will be two sets of negotiations going on: yours with the Japanese, and the Japanese among themselves to reach consensus. Remembering that they need to build consensus, give the Japanese at the meeting arguments they can use with their colleagues. The Japanese prize quiet accommodation and emphasize personal obligations. Because negotiations are so dependent on personal relationships, negotiations, in a way, never end. If you feel you may have offended in some way, do not be afraid to apologize. The Japanese apologize frequently; it is insurance against accidental rudeness.

Dislike agendas To the Japanese, negotiating is a form of conflict and they very strongly dislike conflict. Therefore, they do not like formal negotiations which implies agendas and a set of issues to be addressed.The Japanese like to spend a lot of time asking very detailed questions in order to find out the position of the other country. They try to encompass this within their own position.They also prefer informal negotiations in which time is spent building long-term relationships built on trust. Handling differences The Japanese are very non-confrontational. They will not give a direct no to a proposal as this is considered very rude. Surface harmony is very important. It is also extremely important to never embarrass another person.The Japanese can seem very rigid when dealing with differences due to their complex consensus-building process. A hard sell and aggressive, highly argumentative approach will be received coolly. Inflexible deadlines will not be appreciated. Avoid any strategy that might cause loss of face. Getting agreement The first offer made by the Japanese may be what they believe is the best solution for both parties. If you don't agree, you will need to work out a shared solution. Make your own concessions before asking for theirs. Have your concession strategies worked out before presenting them and make sure everyone on your team is informed and agrees with the concession. Present a united front. Be patient. They may need time to work out a compromise without losing face. If the other side doesn't respond immediately, don't rush in with additional suggestions. Positive signals from the Japanese that you are coming close to an agreement are: zeroing in on specific issues, softening a position, bringing high level executives into the talks. Group issues together The Japanese tend to consider issues in groups rather than one at a time. They need to see how all factors relate to and affect each other. The Japanese want to know lots of facts and how they are connected together. They believe facts can mean different things in different contexts. This can be time consuming and requires patience from the other side. Avoid Western techniques such as relying on a single persuasive speech or focusing on bottomline concerns and short term solutions.

They often ask a lot of detailed questions in order to find out the position of the other side and then encompass this into their own position. Contracts To the Japanese a contract is for the purpose of launching a business relationship. Therefore, they are very short and lacking in specifics. The Japanese feel that signing a contract is not the end of negotiations; negotiations are always ongoing. Westerners tend to view contracts as something which concludes negotiations and are highly detailed locking down every aspect of the business relationship. It is best to wait until you have a solid understanding with the Japanese before bringing in your attorney, or it can create bad feelings. When a contract is signed, the Japanese have a contract signing ceremony. It is very important that you attend this ceremony in person. Gifts will be exchan Gift Giving Etiquette . Gift-giving is highly ritualistic and meaningful. . The ceremony of presenting the gift and the way it is wrapped is as important--sometimes more important--than the gift itself. . Gifts are given for many occasions. . The gift need not be expensive, but take great care to ask someone who understands the culture to help you decide what type of gift to give. . Good quality chocolates or small cakes are good ideas. . Do not give lilies, camellias or lotus blossoms as they are associated with funerals. . Do not give white flowers of any kind as they are associated with funerals. . Do not give potted plants as they encourage sickness, although a bonsai tree is always acceptable. . Give items in odd numbers, but not 9. . If you buy the gift in Japan, have it wrapped. . Pastel colours are the best choices for wrapping paper. . Gifts are not opened when received. Dress Etiquette . Business attire is conservative. . Men should wear dark-coloured, conservative business suits. . Women should dress conservatively.

Organizational structure
Strict & hierarchical One's place in the hierarchy determines the degree of deference one must show to those above and the degree of deference one can expect from those below. The Japanese believe that one should never do anything above their status, that one should not infringe on anyone elses status and that one should not cut across hierarchical boundaries. The Japanese dont want repeated change and disruptions. Loyalty to the company is for a lifetime. In the West, we approach another person with the attitude that "You and I are equals." In Japan, the polite approach is "I am your inferior." Interdependence In Japanese companies there is much cohesion within each group but between groups there is much competition. Consensus within groups is necessary but can be difficult to achieve. This results in interminable meetings, arduous decision making, sharing of blame as well as credit, keeping everyone in the group informed of everything, and open office plans. Each group has specific rights and responsibilities and it is not advisable to try to get individual Japanese to do something outside that persons ability. The Japanese dislike direct, specific work orders but prefer being given general goals and directions. Participative management

Seeking group consent is a key characteristic of the Japanese style of conducting business. No one person is in charge which can make it difficult to determine who makes the final decision. Relationships need to be established with each level of Japanese management. Decisions will be arrived at more slowly. However, this creates harmony. Decisions are made from the bottom up; everyone is consulted regardless of their rank. Therefore, the agreement reached by the team is one to which all members are committed. The whole group is accountable for the success or failure of a decision since the whole group made the decision.

Long-term planning The Japanese are interested in long term planning and also tend to be good tactical planners. A plan, a contract, or the content of a transaction is very flexible to the Japanese. Personal relationships are more important to them than the details of a contract Vertical society Japanese society has traditionally been hierarchical. The rules of status in Japan are important. Classes, groups, nobility and elite are meaningful concepts. The foreigners who through manner, education or accomplishments can present themselves as upper class receive more respect. Since the foreigner has no designated position in the hierarchy, that person is often excluded from the decision-making process and is out of the information circle of a Japanese company. Private decision making The Japanese dont discuss, argue, or express opinions openly at meetings. Decisions are made quietly and slowly by building consensus outside of meetings.

Japanese Non-Verbal Communication

. Since the Japanese strive for harmony and are group dependent, they rely on facial expression, tone of voice and posture to tell them what someone feels. . They often trust non-verbal messages more than the spoken word as words can have several meanings. . The context in which something is said affects the meaning of the words. Therefore, it is imperative to understand the situation to fully appreciate the response. . Most Japanese maintain an impassive expression when speaking. . Expressions to watch out for include inhaling through clenched teeth, tilting the head, scratching the back of the head, and scratching the eyebrow. . Non-verbal communication is so vital that there is a book for 'gaijins' (foreigners) on how to interpret the signs! . It is considered disrespectful to stare into another person's eyes, particularly those of a person who is senior to you because of age or status. . In crowded situations the Japanese avoid eye contact to give themselves privacy.

1. Come here (Chotto...oide)Used when calling someone towards you, this gesture resembles a Western-style good-bye, often confusing foreigners. With a somewhat limp wrist, flap four fingers in the direction of the person you want to attract. Generally not recommended for superiors, it is still considered preferable to yelling.

2. Excuse me (Sumimasen) Used when cutting between two people, or as a general apology. Derived from a Buddhist sign for blessing, similar to the two-handed salutation used in Southeast Asia but with only one hand. Hand flat, thumb near the nose, head and back slightly bent, eyes averted downward.

3. Money Fingers in the shape of a coin. Similar to an OK sign with an accent on the roundness. Traditionally discussing money was considered vulgar. Samurai seldom touched money. So this sign, though common among males, is not encouraged.

4. Father Figure

The thumb raised can mean father, the boss, or a superior.

Body Gestures

1. Folded Arms With eyes lowered this can suggest someone is thinking hard. With eyes open, folded arms may suggest you are disagreeing with the argument of the speaker and can be considered somewhat defiant and hostile.

2.Ojigi (Bowing from the waist)

This traditional gesture of respect is very important. The degree of inclination, from very slight to very low, depends on the relationship of the people involved and the occasion.

Different ways of Bowing5 or 15 degree of bow : Informal bow to your co-workers. 30 degree of bow : Respect bow, greet customers or to thank someone. 45 degree of bow : Deep gratitude , a respectful greeting, a formal apology, asking for favours.

Factors Influencing the communication

History
In island societies detached from the Eurasian land mass such as Japan, the Philippines, Indonesia and South Pacific islands, people have not experienced many severe inter-tribal conflicts in their histories. It is true that there were a number of wars within Japan, but because they were civil wars, people did not have to justify their culture and their cultural identity has never been threatened.Thus "ideological societies" are more serious, intolerant and rigid about different principles, religions and ideologies but more tolerant to different "blood". Japan is a typical example of human relations society. How

many years you may live in Japan, however well you may speak Japanese, and even if you are naturalized, you will never be accepted as an insider. You must be born Japanese.

Influence of climate
"if you take a train in Tokyo and go to westward" (actually, "westward" means southwest in Japan), "you will notice that the train gradually becomes noisy". Most Japanese will agree that people from northern part of Honshu such as Aomori, Akita, Yamagata and Iwate prefectures are reserved, silent and patient whereas people from Kyusku and Okinawa are talkative, expressive, passionate, and short-tempered. This is a sterotyped image, but since everybody has believed this for many generations, there may be some truth in it. For example, spectators of baseball games or horse racing sometimes become excited and fist fights or riots take place. Interestingly, this kind of incident always occurs in southern parts of Japan such as Fukuoka and Hiroshima and seldom occurs in northern parts of Japan like Sapporo or Sendai.

The difference between northern Japan and southern Japan has often been explained that in northern Japan temperature in winter is so low that people try not to open their mouths so as to not lose heat. This explanation is rather humorous, but there may be some truth in it because northern Japanese dialects require less mouth movement than southern dialects. In addition, high temperature may stimulate people's motivation to talk.

Teachings at school
At school, children learn to address other students as senior to them ('senpai') or junior to them ('kohai'). Japanese children are taught to act harmoniously and cooperatively with others from the time they go to pre-school.

Teachings from farming

Japanese farmers had to plant, transplant and harvest rice according to the strictly prescribed schedule. Few days delay in schedule could mean failure and starvation. Calender and making a schedule were extremely important to Japanese farmers. This made Japanese farmers timeconscious, schedule-conscious and industrious. When Japan started industrialization, these farmers became factory workers and their traditional traits contributed a great deal to the success of Japan's industrialization. This means that Japanese farmers have traditionally planted rice when their neighbors started to plant, transplanted into the paddies and harvested when their neighbors started to do so. That was

the safest way of life. "The exacting schedule imposed by campaign-style rice production" made it important for Japanese farmers to cooperate with eath other. Through mutual cooperation farmers could finish their work in time. Nakano (1982) finds a prototype of Japanese organizational communication in meetings called yoriai held in traditional villages in Japan. When something important to the village members occurs yoriai is held and all the attendants are asked to express their opinions. However, discussions or debates are never held in the first meeting. The purpose of the first meeting is that each member knows what other people think about the issue. After the meeting, each member thinks at home how a consensus can be made regarding the issue. Through intrapersonal communication and informal communication with close friends, family members, or even competitors, each person is expected to modify his or her opinion and cooperate to create a consensus. Thus, the discrepancies among members are diminished at the second meeting. At the second meeting, people are again asked to express their revised opinions. If there still exist serious discrepancies, the second meeting adjourns without substantial discussions. This process continues until the discrepancies among the members diminish further and a consensus is achieved.

Communicative Challenges for Japanese Companies:

Strategies in the Global Marketplace REASONS FOR THE JAPANESE COMPANIES SLOWNESS IN GLOBALIZATION

Let us examine explanations why Japanese companies, other than those in the auto and machine tool industries, and even Japan itself as a nation state, seem somewhat backward compared to those of neighboring nations. The assertion is that the problem may be associated with following factors: Lack of the governments awareness of globalization; Its poor policy in terms of communication; and Unique Japanese language and communication styles REFORM PLANS TO VITALIZE JAPANESE COMPANIES Innovating English-oriented communication training; Practicing a codifying system within and between companies; and Employing third country nationals and recruiting returnees.

Bibliography
http://www.rikkinyman.com/training/japanese_culture/communication.htm http://www.cyborlink.com/besite/japan.htm http://www.todaytranslations.com/doing-business-in/japan