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TitleMASLOW'S NEED HIERARCHY THEORY APPLIED TOCULTURAL CONFLICT OF JAPANESE MANAGERS INTHE UNITED STATES
Author(s) Uza, Tokuyu
Citation 沖縄短大論叢 = OKINAWA TANDAI RONSO, 9(1): 61-75
Issue Date 1995-03-01
URL http://hdl.handle.net/20.500.12001/10665
Rights 沖縄大学短期大学部
MASLOW'S NEED HIERARCHY THEORY
APPLIED TO CULTURAL CONFLICT OF
JAPANESE MANAGERS IN THE UNITED STATES
Tokuyu Uza
CONTENTS
INTRODUCTION
I • A DESCRIPTION OF THE PROBLEM
II. ANALYSIS AND SOLUTION OF THE PROBLEM
a. Maslow's Need Hierarchy Theory
b. Lack of Knowledge About American Culture
c. Prepare Their Children for the Arduous Entrance
Examinations at Japanese Universities
d. Responsibility as a Japanese Father
e. Keep Contact With Former boss in Japan
III. CONCLUSION
REFERENCES
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INTRODUCTION
Every country has its own cultural differences. To understand this
difference in culture is a puzzlement and frustration to people when and if
they do not know how to manage the situation.
To live in a different culture productively is like going through a maze
without going back and forth. It may take time to find out which way is
closer and easier, but once one finds on easy path, understands the rules,
directions, and angles to get though the maze one will develop a thorough
understanding of the maze. There are many things one ought to know when
living in a foreign country. In this paper, we shall analyze Maslow's Need
Hierarchy Theroy and applied to cultural conflicts of Japanese managers in
the United States.
I. A Description of the Problem
Japanese executives who live in the United States love America's less
expensive food, big houses, and great golf courses. Nevertheless, among
those Japanese executives there are shadows following them. They have to
adjust to different cultural behavior and pay a stiff price when they return
home to Japan. The problem is caused by their fear of returning to Japan
and an uncertainty of fitting back into the society. The Japanese executives
must learn to adjust to American cultural behavior whether they live in
New York City, Atlanta, or Washington Court House, Ohio (pop. 12,700).
More important, and more defficult, perhaps, they must preserve their
Japanese character in order to fit back into Japan's homogeneous society.
They also worry about not only themselves but also their children's educa
tion and their children's ability to compete in Japan's school system. This
worry overshadows Japanese in the U.S. This apprehension isolates them
from Americans. It sometimes diminishes their performance as managers
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MASLOW'S NEED HIERARCHY THEORY APPLIED TO CULTURAL CONFLICT OF JAPANESE MANAGERS IN THE UNITED STATES
and it produces huge changes in their family lives. If these managers
continue to think and act according to the terms of Japanese logic, they will
not be able to perform efficiently in an American business setting. When
Japanese bosses go off to restaurants or bars with their intentions to talk
over the day's events, share gossip from Tokyo, and develop a team spirit,
few Americans join in. "The Americans would rather be home with their
wives and kids," says an American who works at Japanese company in New
Jersey. "But important business is done at these get-togethers. Consensus
is built and subtle information is exchanged. At the staff meeting the next
day, the Japanese managers might unwittingly raise a point that was
discussed the night before, then criticize the Americans for not being aware
of what's going on" (O'Reilly Brian. "Fortune Magazine," p.245-264).
II. Analysis and Solution of the Problem
In this case, the problem is Japanese excutives who practiced the
Japanese way of business in a different cultural context. Which was caused
by their lack of knowledge of the United States' culture and motivaton.
The problem cannot be solved just by acculturating the Japanese executiv,
because there is more than just a lack of knowledge and motivation. There
is the fear of security. This fear of security is not merely being secure in
the United States, it is the security of whether they will be accepted by their
peers when they return to Japan.
Unconsciously, this fear is their primary concern rather than their
business in the United States. Consequently, a lot of Japanese executives
are focusing on the cycle of migration and preparing for their return. When
they focus on the cycle of migration they can minimize the change within
themselves. Other possible problems are: being dogmatic toward the work
system; the language barrier; worry about an education good enough to
prepare their children for the competitive entrance examinations at
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Tokuyu Uza
Japanese high school or universities; their responsibility as a Japanese
father; and the obligation of informing their current or former boss.
a. Maslow's Need Hierarchy Theory
Maslow describes a hierarchy of needs (1968), meaning that each
individual has their own range of needs from low-level to hight-level desires.
The most fundamental need was described as physiological, for example,
the need for daily food and water. The second, most basic level is the need
for protection from bodily harm. At the third level, Maslow describes the
need for belonging, friendship, and affection in social context. And at the
fourth level, he outlines the need for positive evaluation of both one's self
and others. Finally at the top of Maslow's hierarchy was the need to be
self-actualized. Unconsciously, most people use Maslow's hierarchy as part
of their every-day conversation, describing themselves in terms of their need
for lunch all the way to their need for self-actualization.
The conflict within the Japanese executives can be perceived by
Maslow's Need Hierarchy Theory. Maslow's Need Hierarchy Theory is the
basic idea that, "people have certain fundamental needs and that people are
motivated to engage in behavior that will lead to the satisfaction of those
needs" (Arnold and Feldman. p.52). In relations to the Japanese executives'
case, their primary need is to keep their Japanese character in order to fit
back into Japan's homogeneous society when they return to Japan. The
Japanese executives' needs are not materialistic needs but mean tal and
psychological enhancement needs to feel confident that they will be
accepted when they return to their home country. According to Cummings,
Long, and Lewis (1987)," ... what is important here is that these needs are
internal, mental states, and they are motivating (see Figure 1), making
motivation function of the individual's achievement or satisfaction of those
needs." Furthermore, they said "One person, motivated by different needs
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~IASLOW'S NEED HIERARCHY THEORY APPLIED TO CULTURAL CO~FLICT OF JAPANESE MANAGERS li\ THE UNITED STATES
from others, would communicate different from others because of the
differences in motivational patterns" (p.228).
Figure 1
Maslow's hierarchy of needs
;S~ ACTUALIZATION
(A chievi~g one's full ~otential) j' NEED FOR \
ESTEEM AND SELF-ESTEEM I \
(Respect from self and others)
!' SOCIAL NEEDS '\ (Belongingness, friendship, and affection)
NEED FOR SAFETY (Security, protection from physical harm)
PHYSIOLOGICAL NEEDS (Surivival, hunger, thirst, sex)
Japanese executives' "physiological needs" are met more than enough.
However, their "need for safety" which are physical and psychological
safety from external threats to their well-being are not meL Japanese
executives have to live with the constant fear that they must not lose their
Japanese character and they are losing their Japanese identity. This
concern will imperil their freedom of leving and limit their behavior.
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Tokuyu Uza
Japanese executives' "social needs" for the company and
companionship of other people and their need for a sense of personal
belongingness are lacking, because while they are in the United States, their
coworkers in Japan are meeting with their boss informally in daily social
gatherings. Important personal and business relations develop between
worker and boss at these social gatherings. The Japanese executive in the
United States is losing an opportunity to develop these important relations
which may ultimately affect his own career. According to a former Mitsui
executive, their sense of self-esteem and a feeling of self-worth are also
lacking. He expresses the reasons as follow:
Twenty years ago, when Japan was desperately trying to
assert itself in world markets, only the most promising
businessmen went overseas. To be selected was a high honor.
These days, when most executives can afford to travel for
pleasure and even average salarymen get sent abroad to work,
an overseas assignment is viewed much defferently. 'Now all
I hear is what a disruption it is to come here,' says Simon
Shima, a Japanese-born executive at Coldwell Banker in Los
Angeles. Few Japanese turn down a request to relocate
abroad, fearing with justification, that to do so could hurt their
careers. (O'Reilly; p.246)
Because of the reasons noted above, those Japanese executives who are now
sent to the United States in comparison to the past are uncertain whether
they were selected because of outstanding or average performance. This
kind of anxiety will lead them to have low self-esteem.
"Self-actualization needs" is the highest level in the Maslow's hierarchy
and comprises needs for personal growth, for the fulfillment associated with
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MASLOW'S liEED HIERARCHY THEORY APPLIED TO CULTURAL CONFLICT OF JAPANESE MANAGERS IN THE UNITED STATES
the realization of all of one's capabilities. According to the principles
introduced by Maslow's theory, the Japanese executives cannot fulfill their
need for growth since they must first fulfill self-esteem, belongingness, and
safety needs.
In order for Japanese executives in the United States to have self
actualization, they need to build a bridge from physiological needs to
self-actualization. Those bridges can be made out of three factors: safety
needs, belongingness/social needs, and self-esteem needs. Among these
three factors, the most important thing is self-esteem needs, because when
and if one could give his colleague high self-esteem, his belongingness and
safety will just follow. When self-esteem goes up that means he knows he
is a part of the company and he will feel comfortable when he returns to
Japan. Consequently, he will perform well on his project in the United
States. If his colleagues continue to accept him and not develop any
prejudice because he is in a foreign country, no problems will arise in terms
of anxiety. In order to establish close rapport with one's employees and
colleagues, the boss in Japan should encourage him in a positive manner
rather than a negative manner. The boss must provide time for them to talk
about what is going on in the United States, which means an open channel
of communication must be available. This is an important elements of a
team building strategy. Andrews and Baird said:
Listening is difficult. It takes time and energy and a real
desire to hear what the other person is trying say, whether or
not that person is a skilled communicator and whether or not
we like what we are hearing (p.44).
Therefore, the boss in Japan should encourage others to express views that
differ from his or her own so that people will feel involved in the project.
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Tokuyu Uza
They will feel important and their self-esteem will improve.
b. Lack of Knowledge About American Culture
It is extremely important to educate not only Japanese executives but
also their family before they go to the United States, especially about the
culture of a target country and the basic conversations for emergencies or
telephone usage. When people go to the United States wihtout knowing
English language and live there for three months, usually will be able to
communicate their needs to others. The wife of a Japanese executive went
to the United States unprepared and subsequently the following incident
occurred:
A wife of a Japanese trade official arrived from Tokyo to her
new home in Pasadena. She was alone the next evening when
people in grotesque clothes and face paint began ringing her
doorbell. Frightend and unable to speak English, she slammed
the door, but the ringing kept up for most of the evening. The
Japanese do not celebrate Halloween (O'Reilly; p.246).
The wife's lack of knowledge about basic American culture eventually
created this horrific incident. Although each culture has its own unusual
customs, cultures are not either right or wrong, nor better or worse, they are
just defferent from each culture. Every nationality thinks its culture is the
best and the people tend to be ethnocentric. Cultures are complex and
create a confusion of behaviors, but there are patterns, and one can begin
to understand them by considering the different history, customs, and
religions of the cultures of the world. There are ten ways to prepare for the
overseas assignment according to Copeland and Griggs;
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MASLOW'S NEED HIERARCHY THEORY APPLIED TO CULTURAL CONFLICT OF JAPANESE MANAGERS IN THE UNITED STATES
1. Read and learn about the culture.
2. Learn the language.
3. Study maps.
4. Practice the currency.
5. Learn measurements.
6. Meet someone from the country.
7. Talk to someone who has been there.
8. Prepare as a family.
9. Arrange good-byes.
10. Take what you need to make a home.
(Copeland and Griggs, p.207).
Before leaving Japan, they should have known at least those ten listed on
the above plus local rituals, events, non-verbal cues, value system, and other
activities or rules which are different from Japanese. Otherwise, they may
experience extreme culture shock.
It is important to know that the processes of communication remain the
same across cultures; the differences are context of the communication.
c. Prepare Their Children for the Arduous Entrance Examinations at
Japanese Universities
The parents who have children in a middle school or in a high school
are worried about their children's entrance examinations for a high school
or university in Japan. In Japan, children study most of their childhood in
order to enter a reputable university so that they will have a promising
future. When and if they cannot enter one of the famous universities
sometimes they are considered as a failure and they have not only embarras
sed themselves but also they have embarrassed their family. Therefore, the
parents will make sure that their children are getting a proper and adequate
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education to pass the Japanese high school or university's entrance exami
nations. The parents will do whatever is best for their children, but they do
not know how to give a good education to their children in the United
States. There is no intensive academic atmosphere in the United States so
their children will not be motevated to study, and it is difficult to get current
information about the entrance examinations in Japan. Parents get frus
trated about their children's future and it will cause friction in their family.
Some Japanese families in the United States are forbidden to speak English
at home in order to keep their children's Japanese language skills sharp.
When something is prohibited even though it is not bad it will lead to
frustration and those who are trying to enforce the rule will be aggressive.
Consequently, a family conflict will develop. A Japanese executive said;
'If children stay too long in the United States, 'he says,' even at
home they start speking English with their brothers and sister.'
He fears he will have to send his wife and children back to
Japan before it is too late (O'Reilly; p.258).
When and if he sends his family back to Japan, all the problems will be
solved in the United States, but again he needs to worry about the family in
Japan. When a person is in multiple crisis at the same time, probably a
monochronic person will panic more than a polychronic person. Therefore,
it is better to notify them that there are several methods of solving
problems, and ways of approaching them. The individual should use the
method which they feel comfortable with in managing their crisis.
When and if they are worried about their children entering a well
known university in Japan. they should consider leaving their children in
Japan. If they are old enough to take the university entrance examinations,
they should be old enough to be independent emotionally and physically.
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MASLOW'S NEED HIERARCHY THEORY APPLIED TO CULTURAL CONFLICT OF JAPANESE MANAGERS IN THE UNITED STATES
Furthermore, if their children were looking forward to getting into a
famous university they are usually outstanding students both in an
academic sense and in a mature sense, so their parents do not have to worry
about any behavioral problems. From another perspective, they should
consider entering into a reputable American university instead of a
Japanese university. Parents need to understand that there are several
options for their children. They need to think synergistically in order to
overcome the variety of problems that may arise in the United States. The
company needs to consider the individual's family in the selection process in
order to reduce conflict and increase performance of its worker in the
United States.
d. Responsibility as a Japanese Father
Japanese focus on the father as the most important role in the Japanese
family. It is his responsibility for his children's behavior so again he needs
to make sure his children are learning high morals; especially his daughters.
Most Japanese parents are content to see their daughters become good
housewives; they are under less pressure to be admitted to a respectable
university. But they, too, pay a price for living in the United States. "A
thoroughly Westernized daughter may have trouble attracting a Japanese
husband" (O'Reilly, p.258). Therefore, Japanese executives also need to
worry about how their daughters will grow up and behave and they need to
teach their daughters Japanese concepts and behaviors while living in
America. Subsequently, it may be difficult for the father to influence their
daughter's behavioral development since the people around them are mostly
Americans and they behave differently from Japanese. It is difficult to tell
one's children how to behave while they are in an environment that exhibits
different behavior. The best way to keep their daughters or sons from being
"Westernized" is to have them study some form of strict Japanese art, for
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instance, Aikido, Karate, Kenndo, Judo, Kado (flower arrangement), Sado
(tea ceremony), Shodo(Japanese calligraphy), and other Japanese arts that
will teach true Japanese philosophy and discipline. They need to search
diligently for a good Master because it is difficult to find a good Master
with true Japanese philosophy and discipline. If they do not find the right
instructor it will simply be "Westernized" Japanese arts.
e. Keep Contact With Former Boss in Japan
Japanese executives who go to the United States will usually stay there
for four years straight until they are able to return to Japan. Four years is
a very long period of time to keep in touch with friends or former boss with
letters or on the telephone. As a result, their contact will get less and less
every year. Than a fear of belongingness will develop. They begin to worry
about the decline in personal and social development with the boss due to
years of isolation and its eventual impact on their career. The Japanese
executives will feel like they were rejected already before they go back to
Japan, even though it may not be true. "Many returning Japanese feel as
if they are being ostracized. Japan is such a homogeneous society that it
rejects anyone out of the ordinary" (O'Reilly, p.254). Therefore, Japanese
executives in the United States cannot write a letter nor call the former
boss so often because to write a letter or call him on the phone creates a
subconscious reinforcement that this individual is from an out-group. The
best way to keep contact with their former boss is to invite him to the
United States for a pleasure trip or to show him what they are doing in the
United States. It is obvious that if a person were invited overseas to do
anything for a very short period it would give a good impression to others
in Japan. The boss that visits the United States will undoubtedly talk about
Japanese executive in America to his subordinates and other bosses in
Japan. Japanese executives should invite their bosss from Japan for a visit
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MASLOW'S NEED HIERARCHY THEORY APPLIED TO CULTURAL CONFLICT OF JAPAfiESE ~IANAGERS lfi THE UNITED STATES
to the United States at least every other year. These invitaions will build
trust and rapport between the former boss and the Japanese executives in
the United States. The main point is to keep the boss or former boss'
attention as much as one can and let them know and show them what you
can do and your plans for the future. Japanese executives in America
should be periodically informed about the progress and plans of the com
pany in Japan.
III. Conclusion
The problem of the Japanese executives in the United States is caused
by the fear that they will not be accepted by the people back home when
they return to Japan. This may unconsciously affect their performance as
managers in the United States. They need some kind of constant positive
response from Japan so that they will feel secure and have a sense of
belongingness to other Japanese in Japan. They need to have a basic
understanding of American culture and the English language. The lack of
preparation will cause culture shock and other emotional problems. Worry
about an adequate education for their children is another serious problem.
There are several alternatives for them. They may enter one of the well
known universities in the United States, or leave the children in Japan if
they are old enough. Responsibility as a Japanese father is a serious
concern. They must maintain contact with their own or former bosses.
They must be creative in order to maintain the relationship with the bosses
in Japan. It is important to keep the boss' interest in them.
It is extremely important for the company to choose individuals that
will be able to adapt to environmental cultural variations. The individual
should be truly interested in relocating, be fluent in the target language and
have the ability to perform adequately in a company in America.
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