Comparative Study of culture disparities between Taiwan and Japan- Case study of Office politic

• Main Authors: YuanChun Wu, 吳元君
• Other Authors: ChenYuan Huang
• Format: Others
• Language: zh-TW
• Published: 2009
• Online Access: http://ndltd.ncl.edu.tw/handle/13131436242536145338

碩士 === 國立高雄第一科技大學 === 應用日語所 === 97 === The rises of the multi-national corporations have enhanced the contacts between locals and foreigners that are not only constraint in daily life. The interaction in office is thus inevitable, yet it is even trendy. Not only does individual has to face domestic workers but also non-domestics ones, therefore, when interacting with other cultures, if both parties could mutually understand their respective party’s cultures, there will be fewer tension between two parties with distinct nationalities when they are communicating. This study is discussing the differentiation in the foreign working environment that are due to difference in working altitudes and interactive metholdogly. This study is conducted through interviews with 1. Japanese who used or are currently working in Taiwan,2 Taiwanese who used to or are now working in Japan and also has experience working in Taiwan, 3 Taiwanese who never worked in Japan but he or she has worked with Japanese people. Through the study of workers with different nationalities in their working altitudes, communicating haibts, or even impressions on stereotype, we find out that there are three disparities, 1 logic, 2 working altitudes, 3 work efficiency. These discrepancies are due to Japanese value of team work, which take out individualism, as a result, when there are decisions to be made, people participating in the project will prepare one hundred percent, where else the Taiwanese working environment is a top-down business ordering culture, which emphasis self performance andlack the long term business plan. Comparatively, Taiwanese officer have less long term goals and royalties toward their respective companies. The distinctions of office culture are caused by individual’s consensus which created different understandings; however, this difference is not changeable. Even though both parties could not accept other cultures, for the pupose of working together, they inevitablely have to study other habits and trying to think from the prospect of other culture in thinking and adjusting themseleves, which decrease the tension and conflicts. From this point of views,this study is hoping that the result could provide example for cross culture officers, Taiwan and Japan, or people who will have the oppturnities to work in this envirnoment. Hopefully, officers in diparate office culture could leap out of the culture that would achieve well commucating office envirnoment.