Who Should Be Trained - the Japanese Managers or the overseas employees? The male managers or the women?

_{Raicho Hiratsuka, founder of Seitō}

My friend, Yoshihiro Udagawa- “Yoshi” to his friends (jp.linkedin.com/pub/yoshihiro-udagawa/2/193/a0), who is an expert Communications and PR Manager/Consultant, brought up a very interesting point during our lunchtime conversation today.

We were talking about the recent increase in articles and information regarding the need for more women in management in Japanese companies.

We also discussed the ability of Japanese managers to manage local employees when the managers are posted to the company’s overseas operation.

Most articles we read talk about how the women need more training (e.g., job training, or psychological training, or confidence training) to enable them to move into the management ranks. Or, the articles talk about how companies need to do more to promote women to management positions. However, as Yoshi points out, when he asks most Japanese male managers why they should have more women managers a typical answer is, “Because the company said we need more female managers.” In other words, no clue as to the real reasons women can be, and should be, promoted to management positions.

When Japanese managers are posted overseas the coaching or training yen is typically spent on some sort of “cultural training” for these managers before (sometimes after) they take up their assignment. They may learn more about the culture of the country they are being assigned to through a bit of cultural sensitivity training. They may be taught more about the local customs and language; or, they may get some information on various labor rules and regulations.

Yoshi thinks companies need to take a look at both of these situations (women managers and overseas postings) from the other side of the coin.

Companies should hold diversity training sessions for their male managers to teach them more about the advantages of hiring women manager or promoting capable women into management positions. Just promoting “because the company says we need more” is not a valid reason, in Yoshi’s opinion. The women may get promoted, but the men working with them, or for them, still won’t really understand why that lady is now a manager.

Likewise, Yoshi contends that companies should put more effort into training the local (overseas) staff on how Japanese manage companies, what is expected of them when they work for a Japanese company, and how to work under a Japanese manager. As he points out, the Japanese managers aren’t likely to change their style drastically just because they are managing an operation
overseas. After all, they are working for a Japanese company, they probably have been working for their company for many years, and they’ll most likely return to working for that company in Japan.

I think that what Yoshi is saying makes sense.  What do you think?