Creating Social Reality: Organizations As Cultures soe them as gies, and bel 18 We see important cross-national 1 We see that individual organizations may a heir own unique flection wn rests in the shared meanings that allow ‘organized ways.EVER SINCE THE RISE OF JAPAN asa leading industrial pow ike have become increasingly aware ofthe ship between culture and management. ‘During the 1960, the confidence and impact of American manage- ‘but with increasing force, no energy and over isislands, Japan suc rl of unemploy phyed a mi 1980s and early 1990s, prompcing Western management inure and character of cheit ew countries and the “The word derives metaphor rom the idea of culciva ling and developing land. When we talk about culture we are ing to the pattetn of development reflected in today ritual. The w In our purs 1 explore the idea thar orga phenomenon that to a society’s stage of development, fs from one society zo another and rand ctoss-nation: i in CREATING SOCIAL REALITY, #153 ture are created and sus- ake a detailed look at how patterns of tained and how organizations are socially co ORGANIZATION AS A CULTURAL PHENOMENON Robert Presthus suggests that we now live in ano for Canada, large organi waking hours in a way th h Am: of culture rest in the obvious. For example, why do so many people around it concepts of work and leisure, ve or six days a week, lia beliefs cou when compared n more traditional societies. For example, ather chan formal organizations are the drawn berween occupational act to be far more blurred, Ina sense, we can say that people working infact ‘Moscow, Liverpool, Pars, Tokyo, and Toronto 1 “industcial culture.” They shate basic expectations and si day-to-day basis.1g + cnanven eave Many of the major in the world coday ae occupational differences associated with being a fa 4 goverment offal, banker aaa oy worker being as significant as ae 1g a8 Significant as those associated wi tare of industri phenomenon, INTERNATIONAL DIFFERENCES IN ORGANIZATION AND 01 as fashioned ma of the meaning of "ees and their organizations, we find ieee thac they are very different fromm Japan: & culture of cooperation and sence ‘The Japanese organization is viewed as collect belong to which employ- 1 Separate individ- ic ofa village or commune often pervades wk gins ante cater nee lence, shared concerns, and mutual help. Employees fequently make theie organization, which they see as an lations are ofien paternalistic rong links evist benween the efit ofthe individu, the corporation, tad the nadon a Me ‘one of Japan’ largest and mo ful sho successful corporations, these es permeate company philosophy (ex an expert on Japan, offers an wing theory of He believes thar MATSUSHITA’S BASIC BUSINESS PRINCIPLES ‘To cecognize ou espons industcialiss, to foster progres, (0 pro- mote the general welfare of aciey and fo devote ourselies to the further devel ‘opment of world culture EMPLOYEES" CREED Progress and development can be selized only through the combined forts and cooperation ofeach member of our Company, Each of us the idea constantly in mind ss we devore ourselves 10 the contin ravement of our Company. ‘THE SEVEN “SPIRITUAL” VALUES, National S Faimess ice through Industry Harmony and Cooperation Adjustment and ioude “These vale, taken co heat, provide a spiritual fabric of great ‘They foster force that the cade of val from R Pascale and A 10.79, 75-76, O1981, Warner Rooks Company philosophy [thon The Are of fapanine Mana Japanese organizations combine the ct ice of the samurai. Whereas lace accounts for cial for understanding solidarity in che factory dof management and for the patern of intr many characteris jons thar has played such a crucial organizational Rice groving in Japan has because of the scarcity of land and th rospoct, the process of building 2 «i been 2 preca season. In appears 0