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Japanese workers are expected to provide suggestions for improving their own operating efficiency, as well as the overall productivity of the organization. The rational for this expectation is that it promotes continuous improvement. Although suggestion systems are also used in the U.S., employee suggestions are viewed more as a threat to management. U.S. employees who constantly recommend changes are likely to be labeled as troublemakers.

Japanese managers seem to view the company's employees as their most important resources. To develop these resources to the fullest potential, the typical Japanese company offers lifetime employment, promotions from within, considerable cross training and job rotation, and frequently a no layoff policy. In this way the Japanese use human resources as a competitive weapon.

Employment in the U.S., however, is somewhat analogous to a revolving door. Workers are routinely laid-off during economic downturns and there appears to be little commitment to training. The scientific management approach used in the U.S. is based on a system of specialization where each worker performs a few repetitive tasks. In this approach, workers are de-skilled to such a low level that all are expendable. Neither management nor the workers trust each other, thus the process feeds on itself. U.S. managers appear to use a type of short run leverage in the area of human resources. Scavenging trained workers from other firms, the scavenger uses other firms' investments in human resources to achieve results.

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-Chinese people appreciate a conservative dress code, and you should avoid physical contact while conversing

-After a business meeting, allow Chinese partners to leave the meeting room first

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1. Promote Understanding to Fight Stereotypes

Most people grow up hearing stereotypes about certain cultures that are often unfair or untrue. Take some time to learn about the various cultures of employees for your company and host a cultural awareness day for employees to attend. Before the event, encourage employees to put together short presentations about their cultural heritage or family traditions.

2. Be Flexible with Employee Schedules

Since each culture has its own holidays and significant dates, be open to learning about the types of events that are important to your employees. Respect your employees’ special days just as much as you would your own and allow time off when appropriate for them to celebrate culturally specific holidays with family.

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3. Host Team-Building Activities

Another great way to build understanding and continuity among your diverse team is to take your team outside the office to experience each other in the real world. This can be as simple as going out as a group to lunch to a culturally diverse restaurant of a different employee’s choosing each month or perhaps even attending a weekend retreat focused on diversity and inclusion.

4. Be an Empathetic Leader

Leading by example is something that business owners and managers are already very familiar with. But make sure to apply these principles to diversity when working with employees from different cultures as well. Prioritizing diversity means much more than just filling a quota or getting good PR. Keep the overall employee experience in mind after the hiring process is complete and consider cultural differences as a factor in everything from performance reviews to mentoring sessions and planning meetings.

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-While you can show up to meetings on time, don’t be surprised if Indian business partners are late.

-Avoid eating beef at business meetings, as cows are considered sacred in India.

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-Giving presents is acceptable here, but exercise discretion. Business gifts are usually not exchanged at the first meeting

-Punctuality is treated quite casually in France, so do not be surprised if your French colleague arrives fairly late. However, staying late at the office is common, especially for individuals in senior positions.

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-Punctuality is not a priority for Italians. Be patient and prepared for some delay when you start working with a new Italian partner.
-In Italian business culture, giving gifts is not particularly common. Only after you’ve established a trusting, familiar relationship with someone may you give a small and not obviously expensive gift as a sign of friendship.

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Diversity and your work culture go hand in hand, so ensure that your journey towards inclusion is aligned with your company’s brand. This requires more than just a single diversity training exercise or team meeting. Instead, working in a multicultural environment should be viewed as an ongoing opportunity for learning, progress, and growth.

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-Bowing is a typical way of greeting each other. Handshakes sometimes occur, but you should let the Japanese person initiate it

-the senior member of the group often leads the business meeting, while younger members, out of respect, speak less.

-Giving gifts is common, but you should pay special attention to how you present your gift. Never hand out a gift that isn’t wrapped

-Japan is especially sensitive to the word “no.” It is customary to respond with “yes” even if you disagree with what is being said

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; small talk before a business meeting is brief, and you should stick closely to the meeting agenda
; Interruptions are frowned upon, and direct, clear communication with factual support is encouraged
;Avoid being too friendly with new potential business connections, but feel free to be more relaxed and social once you’ve developed a relationship.