Introduction
In the film “Gung-Ho” the differences between Japanese and American work-culture are showcased. Beginning with the very name of the film, gung-ho translates (in Chinese, not Japanese ironically) to “work together”, whereas in English it is generally meant to describe being enthusiastic or over-zealous. The Chinese translation foreshadows the reoccurring theme of collectivism among the Japanese work and management culture, which will be further discussed within this essay, along with other significant culture clashes that arise.
To briefly summarize, the film follows the main character Hunt Stevenson (played by Michael Keaton) as he draws Assan Motors, a Japanese company, to reopen a factory in small town Hadleyville in Midwest USA, in hopes of re-employing himself as well as his fellow union workers. Over the course of the film Hunt befriends the Japanese executive manager of the factory, Kazuhiro (Kaz), and is appointed as a liaison between the American workers and Japanese management. The contrasts of both of their cultures ways of work and management habits lead to many uncomfortable and unprofessional interactions. As Kaz is attempting to prove his management ability to his Japanese superiors, and Hunt is attempting to save his town from economic relapse, the two eventually come to a middle ground, learning from each other’s work-related ethics, and do just so.
Cultural Sensitivity & Communication
The opening scene of the movie shows immediate contrast between Japanese and American culture. Kazihuro is at some form of managerial training where he and other businessmen are made to repetitively yell work related mantras repeatedly, while being yelled at themselves. This scene gives off an initial impression of how extreme and seriously managerial training and development is taken in Japan. Moving forward from this, we see Hunt as he readies to head to Japan to meet with the board of Assan Motors. He does not appear in the least bit stressed and nor do we see him preparing any notes or doing any research involving Japan. This leads us to the initial meeting of Hunt and the board, which happens after Hunt rudely interrupts the management training session as he is lost. Once Hunt has found the appropriate building and room, he begins the meeting by attempting to introduce himself in Japanese, something which he obviously didn’t put much effort into learning. This contrasts greatly with the ability of everyone on the board to speak English, which Hunt finds out after brazenly asking if anybody is able to speak English. Hunt then begins showing a presentation on the abandoned plant and Hadleyville, in which he says “It’s in great shape” and shows a picture of a scantily clad woman. As this gets no reaction he then cuts straight to the chase, turning off the presentation and These initial interactions highlight the difference in strategy between both cultures. Had Hunt developed a cultural sensitivity, an awareness and caring of another individuals culture, prior to arriving in Japan he would’ve come off more respectfully. The first step of negotiation is preparation. It would have been appropriate for Hunt to familiarize himself with a bit of geography so as to not interrupt the training session in the opening of the film. Further to this, had Hunt done any research before his trip, he would be aware of how to greet those of importance in Japan. Japanese etiquette is to greet and address those of senior status, such as the board members, with utmost respect and bow upon meeting each member individually. Hunt approaches the situation in a very casual manner, and the use of the photo of the under-dressed woman is not appropriate in this situation. Furthermore, Hunt abruptly ends his presentation due to the silence that he interprets as dismay due to his American based logical progression of reasoning. Had Hunt prepared for his encounter and gained a bit of knowledge in communication, specifically paralanguage, he would’ve been aware that silence in Japanese culture is normal. The Japanese spend around thirty seconds thinking before speaking, something out of the norm in American culture, where generally extended silence may represent disinterest. Building on this, Japan is a high context culture, meaning having some understanding of the culture is crucial to properly interpret or communicate. As a high context culture, it is necessary to read between the lines of a conversation, not explicitly express word for word your intentions, as Hunt did. These miscommunications lead to Hunt being surprised when he does find out that the board has agreed. Once in Hadleyville, further miscommunication occurs. When Hunt first meets with the Japanese management they all hand him one of their business cards, or meishi as they are called in Japanese culture. It is customary to show respect when receiving one’s business card as it is similar to shaking hands in American culture. Insensitive and oblivious to this Japanese business tradition, Hunt does not supply any of them with a card of his own. A further example of the contrast from low-context and high context culture exists after dinner at Kazuhiro’s. Hunt brings his girlfriend Audrey and when dinner is finished Kazuhiro begins to discuss business, something which is very formal and private in Japanese culture, and definitely not to be discussed with spouses. The spouses of the Japanese leave the table while Audrey chooses to stay. When Hunt finally catches on to the que he outright asks her to leave, to which she outright asks if she can stay. Both Hunt and Audrey speaking directly and in a confrontational manner, is something frowned upon in Japanese culture, and very far from business etiquette.
Individualism v Collectivism
On the first day of production at the plant, Kaz opens with a speech regarding working as a team, and having everyone think only of the company. It is evident from here forward that the Japanese management expects the workers to put the company above their own personal lives. This is visible in the work ethic of the Japanese and the expectations they have of the American workers. In the film, the Japanese management has an expectation of 15,000 vehicles to be produced and the Japanese workers do not argue this, but instead work harder. In contrast, the American workers try to negotiate a lower amount right off the bat. Hunt further exemplifies individualism in the work place by lying to the workers and letting them know that if they make a lesser amount they will just get a smaller bonus. This is his way of manipulating them to get them back on track something which will benefit him in the short run, as he knows they will not be motivated by company loyalty. In comparison to this, trust and honesty are large aspects of Japanese business culture. Even during the baseball game when Buster intentionally knocks a player down, the Japanese trust that this is part of the game, even though it is cheating, and accept the defeat. In Japanese culture loyalty to your company comes before personal relationships in some cases. This is apparent when the CEO does not feel as if one of the workers should be granted time off when his wife is in labor, or when Kazuhiro docks the pay of one of the workers, Willy, because he leaves work to be with his child who has just undergone a tonsillectomy. This difference is summed up best when Hunt and Kazuhiro are discussing the second incident and Hunt explains that the worker’s family and kids are his “life” and Kaz states that this causes work to suffer, with no regards to the personal aspect of the situation. In Japanese culture loyalty to your company may take precedence over personal relationships, and the idea of working as a team has proven to be very efficient. Further to this form of efficiency, the Japanese believe that in order to operate as a team, everyone should understand every aspect of work in the company. In the film this is shown when one of the Japanese managers is attempting to show Buster, an American worker how to paint a vehicle. Buster argues with this manager stating that he just wants to do things the old way. This highlights further contrast in Japanese and American business culture with regards to authority.
Power Distance & Masculinity
In Japanese culture having respect for those superior to you, and older than you, is very important and disagreement is highly frowned upon. This is referred to as high power distance. Power distance is the extent to which lower level employees accept that power is distributed unequally. In Japanese culture, workers are more likely to respect their superiors demands without question as they expect this inequality coming into the working relationship. In the movie, the American workers question the Japanese managements requests and expectations from the very beginning. Arguing against and expressing their distaste showcases the American cultures low power distance. Low power distance is the disagreement with inequality in the workplace, usually resulting in a lower level of respect for authority. We see examples of this throughout the movie, including in the first scene in the warehouse where the workers at first refuse to follow Kazuhiro in exercising. This disobedience is something that would be highly unlikely in a Japanese workplace. Contrasts in masculinity are as well evident in the film. Masculinity represents traits which are more “masculine” then their opposite, “feminine”. In the movie it is apparent that both the americans and Japanese workers have a level of masculinity, however, the Japanese management appears to have a higher scale of masculinity in comparison to their American counter parts. This is apparent in the way the Japanese management value the achievement and success of the company above “nurturing” personal relationships and a good quality of life. In the movie, the American workers feel more loyalty to their families and personal relationships, whereas the Japanese strive to remain competitive and work overtime in efforts to create the best quality work.
Parochialism, Geocentric Attitude & Summary
The overall theme of the movie addresses what can happen when you take a parochialism approach to conducting business with cultures that have significant differences. Parochialism is the very prevalent method in the movie where both the Japanese and the American workers believe their way is the right way. The American’s believe that the Japanese are too work oriented and almost robotic, whereas the Japanese feel as if the Americans are lazy and not willing to work as a team. This mindset, or stereotypes, cause the majority of altercations that arise in Gung-ho. In comparison, a geocentric attitude is an approach which takes into consideration cultural differences and best business approaches. In the end, it is the geocentric attitude of Kaz and Hunt that leads to the workers coming together and working as a team, and as well the CEO compromising and still accepting just the 14,000 cars as sufficient enough output. This leads to the plant remaining open and Hunt, Kaz as well as the rest of the workers retaining there jobs. In summary, had both parties taken a more geocentric approach to business, many of the stresses experienced in Gung-ho could’ve been avoided. From the beginning, both parties should’ve investigated and strategized further with reference to the others cultural norms, business approaches, and etiquette. The movie itself showcases the very importance of multicultural management, and its impact on companies as a whole.