Charles Handy article exploring the differences between group-oriented Japan and individually-oriented Britain. Handy concludes that both are necessary and one should implement some of the ideals and practices of the other in business. Handy begins the article describing how, during a trip to Tokyo, Japan, he noticed the uniformity of the inhabitants as they were all wearing masks due to a flu epidemic, which Handy misinterpreted to mean they were trying to keep the pollution of the city out of their lungs. Handy proceeds to note how Japanese working lives are oriented around the group, and how remarkably productive that working culture can be. However, Handy notes the drawbacks of uniformity and tyranny of the group, which contributes to peer pressure, the need to conform, and lack of private space. However, he concludes that such a work culture would ultimately be favorable for individualist countries like Britain to introduce, while suggesting that the Japanese could also use a more individualist orientation in their own labor practices.
Handy, Charles B Martin, Andy Japanese Japan Tokyo (Japan) Organizational change Organizational behavior Organizational effectiveness Organizations Britain and its people United Kingdom Institute of Directors
Source
Charles Handy article exploring the differences between group-oriented Japan and individually-oriented Britain. Handy concludes that both are necessary and one should implement some of the ideals and practices of the other in business, 1991; Charles Handy Papers; Box 20, Folder 4; 1 page
If you're wondering about permissions and what you can do with this item, a good starting point is the "rights information" on this page. See our terms of use for more tips.
Share your story
Has Calisphere helped you advance your research, complete a project, or find something meaningful? We'd love to hear about it; please send us a message.
