Talking About Japan
In English

Japan at Work

Working in a Japanese Company -
The Daily Routine

by Richard Bysouth, CareerCross Japan
It is polite in Japan to describe ourselves simply as a 'salary-man', housewife, or student. But in other cultures, this sounds evasive and unfriendly.
In the West we want to know about what you do at work, what you study at school, how you spend your day around the house...
Japanese work environment
From Wikipedia, the free encyclopedia
Karoshi means 'working yourself to death'.

Can you make your life sound exciting? Can you share the challenges, frustrations, and joys of your life path?
People will be excited to hear what you think and feel, particularly when you volunteer this information with a generous supply of personal details and inner feelings.
Gretchen L. Stewart
Loyalty, Dedication, Cooperation, Harmony

Japanese View on Jobs and Life 1996
This is a face to face survey by Asahi Shimbun of 3000 people
Share as much as you can of who you are, and what you do each day, so we can be friends and understand each other better.

Uchi-Soto -- Us and Them
The Gaijin Complex
Honne and Tatemae --
The Real Mind & The Veneer
Osekkai! -- Mind Your Own Business!
"Goatism" -- Giseisha and Urami --
On Scapegoats, Victims, and Envy
Amae -- Dependency
Tate-shakai -- The Vertical Society
Shikata ga Nai and Gaman -- You Can't Fight City Hall
Nihonjinron and Kokusaika --
We Japanese & Internationalization
The Iron Triangle and the Empty Center

The Americans and the Japanese decided to engage in a competitive boat race. Both teams practiced hard and long to reach their peak performance.
On the big day they felt ready. The Japanese won by a mile. Afterward, the American team was discouraged by the loss. Morale sagged. Corporate management decided that the reason for the crushing defeat had to be found, so a consulting firm was hired to investigate the problem and recommended corrective action.
The consultant's finding: The Japanese team had eight people rowing and one person steering; the American team had one person rowing and eight people steering.
After a year of study and millions spent analyzing the problem, the consultant firm concluded that too many people were steering and not enough were rowing on the American team.
So as race day neared again the following year, the American team's management structure was completely reorganized. The new structure: four steering managers, three area steering managers and a new performance review system for the person rowing the boat to provide work incentive.
The next year, the Japanese won by two miles. Humiliated, the American corporation laid off the rower for poor performance and gave the managers a bonus for discovering the problem."

How to use this site, a pedagogical perspective.

Contact the author