I. Introduction
Cultural Differences: Lets Break a Deal
The internationalization of companies has created the need to become more aware of cultural differences in order to successfully conduct business. This scenario depicts a situation where individuals in a business relationship have incongruent cultural norms and values. Using this vignette as a springboard to discuss how to manage cultural differences in the global economy would be valuable for students of Management, Organizational Behavior, or Human Resources.
II. Learning Objectives
1. To assess students understanding of different cultural values and their impact on business relationships.
2. To analyze and evaluate a cross-cultural business meeting.
3. To explore aspects of self-awareness using Joharis Window as a model.
III. Scenario Description:
Overview: Michael Sokolow has just been tasked with handling international clients. He needs to close a deal with Norio Tokunaka from PopWear that has already been thoroughly worked out with Sokolows predecessor, Roger Small. Michael is unaware of the need to establish a relationship with Norio before he discusses business. Norio becomes disenchanted and refuses to sign the deal.
Profile:
Michael Sokolow is the Director of Foreign Sales at Mustang Jeans. After working at Mustang as a real estate attorney for six years, acquiring property for retail and manufacturing, Sokolow moved into sales at an executive level.
Norio Tukunaka has worked at PopWear, a large retail clothing chain for his entire career. In his current position as Vice President of Merchandising, Norio is responsible for expanding the contemporary clothing line, which includes adding new suppliers and brands for PopWears 36 stores throughout Japan.
References: The references included in the attached PPT are:
National Cultural Values (PPT 8-3)
Hofstedes Model: Definitions (PPT 8-4)
The Johari Window (PPT 8-10)
The Johari Window: Definitions (PPT 8-11)
Back History: Michael Sokolow has been a sales manager at Mustang Jeans for two years. He was recruited or wooed away from a competing company. He was given an offer you cant refuse, an indication of his stellar reputation.
2
Sokolowisverymuchano-nonsensestraight-aheadkindofguy.Heisfriendly,but not big on small talk. He f its the stereotypical American businessman in many ways informal, a little loud, all about money, very direct and forthright. Michaels career has focused in national sales this is his first foray into international business. Mustang Jeans is reorganizing to increase efficiency all managers are now assuming larger territories.
Tokunaka has been with PopWear for his entire career. He has been working with Americancompaniesformanyyears,importingavarietyof products. Mostof these American companies are alliances that were formed by Tokunakas superiors, many years before. All of Tokunakas accounts are pre-existing accounts as opposed to newly created accounts. This year, PopWear is expanding their contemporary clothing line, which includes adding new suppliers and new brands.
TokunakahasbeenworkingonadealwithMichaelsassociateforaverylongtime. Michael has just taken over this region. The prior associates report indicates that the Tokunaka account is a done deal, with only logistics and details remaining. Sokolow and Tokunaka are having their first meeting.
Scene Set-up: Norio arrives at Michaels office after arriving from Japan.
Scene Location: Michaels office at Mustang Jeans corporate headquarters
The Meeting - Summary: Michael spends less than a minute building rapport with Norio. He then begins to talk about signing the deal that had been previously worked out with Small. Norio wants to continue to talk about good Japanese food and seems insulted that Michael doesnt like eel. Michael continues to press for the deal, but Norio is very evasive. Michael then gets interrupted by his assistant notifying him of his next appointment. He apologizes to Norio about the short amount of time that he has to spend with him. Norio says hell just leave and come back later in the week.
3 Days Later Norio comes back, and Michael apologizes for the prior meeting. When asked to sign the deal again, Norio suggests that hes been talking to other companies in the past few days in New York. He doesnt commit to the deal and says hed enjoy hosting Michael in Japan and hopes they can maintain their relationship. He leaves before signing the deal to catch a plane.
Afterthoughts Summary: Michael notes his frustration with the interaction. He acknowledges that he should have waited for Norio to start talking about the deal first. He understands that the Japanese businesspeople place a high priority on the relationship but also points out that he didnt have a long time to devote to s mall talk when it was unclear whether Norio was going to sign the deal or not.
IV. Discussion Questions:
3
The References and related Discussion Questions may be found in PowerPoint slides 8-1 to 8-11.
Learning Objective #1: To assess students understanding of different cultural values and their impact on business relationships.
1.1 How did the differences between Japans and the United States national cultural values affect the interaction between Norio and Michael? Use the information on PPT 8-3 and 8- 4 to support your answer.
1.2 Hofstedes research on national cultural values has practical implications for business people. Assume you are Michael and you have to conduct a similar meeting with another client from Russia. How will you modify your behavior to effectively conduct business with this individual? Use the information on PPT 8-3 and 8-4 to support your answer.
1.3 What is Michaels strategy? Explain and justify with an example. A. Find problem
B. PressureNorio
C. Showpatience
1.4 How was this [initial] meeting? Explain A. Successful
B. A failure
C. A good start
Learning Objective #2: To analyze and evaluate a cross-cultural business meeting.
2.1 What information should Michael have possessed before his meeting with Norio?
2.2 Why is Norio acting somewhat evasive with his responses?
2.3 What is Norio hinting [when he mentions Roger likes sushi]? Explain. A. MissesRoger
B. Heshungry
C. Dislikesdeal
2.4 What could Michael have done better in the second meeting to continue the business relationship?
4
2.5 Norio is indicating [when he says hes been meeting with other people] (Explain and give an example):
A. Therescompetition B. Heenjoyedtrip
C. Dealisoff
2.6. Michaels concern [that they are having a communication problem] is (Explain): A. Accurate
B. Off target C. Insulting
2.7 Both individuals in this scenario were acting in alignment with their cultural norms and values.Whoshouldhavetheprimaryresponsibilityforchangingtheirinteractionstyle? When is it too much, as Michael suggests in the Afterthoughts, and necessary to refuse to change ones business style?
Learning Objective #3: To explore aspects of self-awareness using Joharis Window as a model.
3.1 Apply the concepts of the Johari Window to this scenario (see PPT 8-10 and 8-11). How do these concepts help explain what happened in this scenario?
3.2 Michael should [when Norio says Im sure well have a good relationship in the future] (Explain):
A. Be angry
B. Begracious C. Keeptrying
write about 1500 words
11:20 Search X Cultural Differences - Case Study An... 1920 2 of 5 Cultural Differences LeBreaks Del Lletre The momento ecossisted be of culturales de conduct. The depicts where in the canalnom na hisia mellem pisalec of Manager inetisai thaaraattu 11. Learning the 1. To dendetanding af flere To analyzed III. Secare Description: Own Michal Show winding clientele de la cosa del Maresme ladyboyweet wird Mar Michadiectiefel working for you property in real and manufacturing Site med Creative level Narewed Panda carte Verde Merchandisexpanding the ang Indah desa wind te y help Ref. The world in the Na Chanel (2) Mersedes Madu The art Wise (T. The Wadow Defans two years lewood w offer you can lissu vyhogy hele peric allery, very and Miche career has finales - my eine Music 11:20 Search X Cultural Differences - Case Study An... wwwffery www 3 of 5 mit einem America mala bych has focused s. Mummy Tokakauwih performance Amenities American copilby The pe wwwThis yeur. Pris expand the comprar clothing, which desiding and de Takurice ls Matric Makartha Th: De Toksika wodowy Slow The theme ve Spoemes Michelin The Mirror Michaendelethemet Noites beweging the best to be were out with all New.codec Michael Miche erilyg Sinfon el pelle pagine deal. of the show Days Late-Normand Miche When we deal para copine e few deren New Yor. Heimwe bo Machado relation Helbig the decade Summary: Michaelis here acknowledge that should have waited for mange fiest le debate cele relatestig turtla paathe tai w winwanderwhether Nowing the dark IV. Desconto Lernthe Tiger 11:20 Search Cultural Differences - Case Study An... IS frendent that the new hoppa put 4 of 5 The ones and stated in the Learn how Tuestshere erarinthatilature affect the action betwemo Mchaw them 1. deshalb poil you My www distriewe wyse your wat hti ninaar Un the i 13 What Michele Pesure Nile 1.4 Explom AS Balne 1.1 Watforma Michael 2. What is iting lien hemmelig AM & Hem Dudel 2.5 Note undicelules de mayo de Been meting was peure dupa There come B Heer C Dell 2. Michael A Accu Orr 11:20 Search Cultural Differences - Case Study An... 14 How was the plan 5 of 5 produs 21 Whome care le mingit AM wy C D 34 What have brishwa 3.5 Numai mici debesys he's the per A Then compte Her Deloff A Acce BO ale Wewe force When as Michael het, wote changes Apply decoupe de la Windows Il espectador BI 11:21 Search #8 Cultural Differences.pdf Cultural Values Impact on Business 1 How did the differences between Japan's and the United States' national cultural values affect the interaction between Norio and Michael? Use the information on PPT 8-3 and 8-4 to support your answer. 2. Hofstede's research on national cultural values has practical implications for business people. Assume you are Michael and you have to conduct a similar meeting with another client from Russia. How will you modify your behavior to effectively conduct business with this individual? Use the information on PPT 8-3 and 8-4 to support your answer. National Cultural Values National Cultura Cum www Hofstede's Model: Definitions 11:21 Search #8 Cultural Differences.pdf CE 5 of 11 Hofstede's Model: Definitions Model Modetelecom Cultural Values Impact on Business 2. What is Michael's strategy? Find problem Pressure Norio Show patience 3. How was this [initial] meeting? Successful A failure A good start Evaluation of Cross-Cultural Business Meeting 1. What information should Michael have possessed before his meeting with Tokunaka? 11:21 Search #8 Cultural Differences.pdf 7 of 11 Evaluation of Cross-Cultural Business Meeting 1. What information should Michael have possessed before his meeting with Tokunaka? 2. Why is Norio acting somewhat evasive with his responses? 3. What could Michael have done better in the second meeting to continue the business relationship? Evaluation of Cross-Cultural Business Meeting 4. Norio is indicating (when he says he's been meeting with other people): There's competition He enjoyed trip Deal is off 5. Michael's concern that they are having a communication problem) is: Accurate Off target Evaluation of Cross-Cultural Business Meeting 4. Both individuals in this scenario were acting in alignment with their cultural norms and values. 11:21 Search #8 Cultural Differences.pdf Insulting 9 of 11 Evaluation of Cross-Cultural Business Meeting 4. Both individuals in this scenario were acting in alignment with their cultural norms and values. Who should have the primary responsibility for changing their interaction style? When is it too much", as Michael suggests in the Afterthoughts, and necessary to refuse to change one's business style? Johari Window 1. Apply the concepts of the Johari Window to this scenario. How do these concepts help explain what happened in this scenario? 6. Michael should (when Norio says "I'm sure we'll have a good relationship in the future"): Be angry Be pracious Keep trying The Johari Window FACE 11:21 Search #8 Cultural Differences.pdf explain what happened in this scenario? 10 of 11 vo. Michael should [when Norio says "I'm sure we'll have a good relationship in the future"); Be angry Be gracious Keep trying M. The Johari Window The Wind OPEN BLIND OLOSURE HEDOEN UNKNOWN We hai The Johari Window: Definitions The Windows Date che MG. C. dec Cultural Values Impact on Business 1. How did the differences between Japan's and the United States' national cultural values affect the interaction between Norio and Michael? Use the information on PPT 8-3 and 8-4 to support your answer. 2. Hofstede's research on national cultural values has practical implications for business people. Assume you are Michael and you have to conduct a similar meeting with another client from Russia. How will you modify your behavior to effectively conduct business with this individual? Use the information on PPT 8-3 and 8-4 to support your answer. McCrew.nl 0.2005 The Mchrew Hur Companies, Inc. All Rights Reserved National Cultural Values National Cultural Values High power High uncertainty Achievement Long-term dance wvoidance orientation Individualium UNITED STATES JARAN C. MALAYSIA GERMANY FRANCE UNTED STATES GERMANY JARAN UNITED STATES AUSTRALIA UNITED STATES INDIA SORIA ANNE LANDS GERMANY KONG UNTED STATES CENAS SWEDEN RUSSIA Collect Short-term Low power Low uncertainty Nurung distance avoidance Orientation McGraw-Hill CMS The Cell Reel Red 84 Hofstede's Model: Definitions Hofstede's Model: Definitions Indom A niple that people mod |Crane Aasai ou werd and wong of the Ngents Away Uncertainty The design New.WOWYM 25 The McGrela Companies, Inc. All Rights Reservel. 8-5 Cultural Values Impact on Business 2. What is Michael's strategy? Find problem Pressure Norio Show patience 3. How was this [initial] meeting? Successful A failure A good start Evaluation of Cross-Cultural Business Meeting What information should Michael have possessed before his meeting with Tokunaka? 2. Why is Norio acting somewhat evasive with his responses? 3. What could Michael have done better in the second meeting to continue the business relationship? McGrew-in orice 2005 The McCrew-WII Campania, Inc. All Rights Reserved 8-7 Evaluation of Cross-Cultural Business Meeting 4. Norio is indicating (when he says he's been meeting with other people): There's competition He enjoyed trip Deal is off 5. Michael's concern [that they are having a communication problem] is: Accurate Off target Insulting McGraw-Hindir 2008 The McGrew Companies, Inc. All Rights Reserved Evaluation of Cross-Cultural Business Meeting Both individuals in this scenario were acting in alignment with their cultural norms and values. Who should have the primary responsibility for changing their interaction style? When is it too much", as Michael suggests in the Afterthoughts, and necessary to refuse to change one's business style? McCraw-wirin 2005 The McGr. Companies, Inc. Al Rights Reserve 8-9 Johari Window Apply the concepts of the Johari Window to this scenario. How do these concepts help explain what happened in this scenario? 6. Michael should [when Norio says "I'm sure we'll have a good relationship in the future"]: Be angry Be gracious Keep trying AleGrouri The VG Rin Nam The Johari Window The Johari Window FEEDBACK Oper OPEN BLIND DISCLOSURE Open HIDDEN UNKNOWN McGraw-Hirwan 2005 The McGraw. Companies, Inc. All Rights Reserved. 8-11 The Johari Window: Definitions The Johari Window. Definitions Johar Window The und Centurion but you can you under Banormation to Bamperio Dadow the angel experience work These that you do Cultural Differences: Let's Break a Deal 1. Introduction The internationalization of companies has created the need to become more aware of cultural differences in order to successfully conduct business. This scenario depicts a situation where individuals in a business relationship have incongruent cultural norms and values. Using this vignette as a springboard to discuss how to manage cultural differences in the global economy would be valuable for students of Management Organizational Behavior, or Human Resources. II. Learning Objectives 1. To assess students' understanding of different cultural values and their impact on business relationships. 2. To analyze and evaluate a cross-cultural business meeting 3. To explore aspects of self-awareness using Johari's Window as a model. III. Scenario Description: Overview: Michael Sokolow has just been tasked with handling intemational clients. He needs to close a deal with Norio Tokunaka from Pop Wear that has already been thoroughly worked out with Sokolow's predecessor, Roger Small. Michael is unaware of the need to establish a relationship with Norio before he discusses business. Norio becomes disenchanted and refuses to sign the deal. Profile: Michael Sokolow is the Director of Foreign Sales at Mustang Jeans. After working at Mustang as a real estate attorney for six years, acquiring property for retail and manufacturing Sokolow moved into sales at an executive level Norio Tukunaka has worked at Pop Wear, a large retail clothing chain for his entire career. In his current position as Vice President of Merchandising, Norio is responsible for expanding the contemporary clothing line, which includes adding new suppliers and brands for Pop Wear's 36 stores throughout Japan. References: The references included in the attached PPT are: National Cultural Values (PPT 8-3) Hofstede's Model: Definitions (PPT 8-4) The Johari Window (PPT 8-10) The Johari Window: Definitions (PPT 8-11) Back History: Michael Sokolow has been a sales manager at Mustang Jeans for two years. He was "recruited" or "wooed away from a competing company. He was given "an offer you can't refuse", an indication of his stellar reputation. Sokolow is very much a no-nonsense straight-aheadkind of guy. He is friendly, but not big on small talk. He fits the stereotypical American businessman in many ways - informal, a little loud, all about money, very direct and forthright. Michael's career has focused in national sales - this is his first foray into international business. Mustang Jeans is reorganizing to increase efficiency - all managers are now assuming larger territories. Tokunaka has been with Pop Wear for his entire career. He has been working with American companies for many years, importing a variety of products. Most of these American companies are alliances that were formed by Tokunaka's superiors, many years before. All of Tokunaka's accounts are pre-existing accounts as opposed to newly created accounts. This year, PopWear is expanding their contemporary clothing line, which includes adding new suppliers and new brands. Tokunaka has been working on a deal with Michael's associate fora very long time. Michael has just taken over this region. The prior associate's report indicates that the Tokunaka account is a done deal with only logistics and details remaining Sokolow and Tokunaka are having their first meeting. Scene Set-up: Norio arrives at Michael's office after arriving from Japan. Scene Location: Michael's office at Mustang Jeans corporate headquarters The Meeting - Summary: Michael spends less than a minute building rapport with Norio. He then begins to talk about signing the deal that had been previously worked out with Small. Norio wants to continue to talk about good Japanese food and seems insulted that Michael doesn't like eel. Michael continues to press for the deal, but Norio is very evasive. Michael then gets interrupted by his assistant notifying him of his next appointment. He apologizes to Norio about the short amount of time that he has to spend with him. Norio says he'll just leave and come back later in the week. 3 Days Later - Norio comes back, and Michael apologizes for the prior meeting When asked to sign the deal again, Norio suggests that he's been talking to other companies in the past few days in New York. He doesn't commit to the dealand says he'd enjoy hosting Michael in Japan and hopes they can maintain their relationship. He leaves before signing the deal to catch a plane. Afterthoughts - Summary: Michael notes his frustration with the interaction. He acknowledges that he should have waited for Norio to start talking about the deal first. He understands that the Japanese businesspeople place a high priority on the relationship but also points out that he didn't have a long time to devote to small talk when it was unclear whether Norio was going to sign the deal or not. IV. Discussion Questions: The References and related Discussion Questions may be found in PowerPoint slides 8-1 to 8-11. Learning Objective #1: To assess students' understanding of different cultural values and their impact on business relationships 1.1 How did the differences between Japan's and the United States' national cultural values affect the interaction between Norio and Michael? Use the information on PPT 8-3 and 8- 4 to support your answer. 1.2 Hofstede's research on national cultural values has practical implications for business people. Assume you are Michael and you have to conduct a similar meeting with another client from Russia. How will you modify your behavior to effectively conduct business with this individual? Use the information on PPT 8-3 and 8-4 to support your answer. 1.3 What is Michael's strategy? Explain and justify with an example. A. Find problem B. Pressure Norio C. Show patience 1.4 How was this [initial] meeting? Explain A. Successful B. A failure C. A good start Learning Objective #2: To analyze and evaluate a cross-cultural business meeting, 2.1 What information should Michael have possessed before his meeting with Norio? 2.2 Why is Norio acting somewhat evasive with his responses? 2.3 What is Norio hinting [when he mentions Roger likes sushi)? Explain. A. Misses Roger B. He's hungry C. Dislikes deal 2.4 What could Michael have done better in the second meeting to continue the business relationship? 2.5 Norio is indicating (when he says he's been meeting with other people] (Explain and give an example): A. There's competition B. He enjoyed trip C. Deal is off 2.6. Michael's concern (that they are having a communication problem) is (Explain): A. Accurate B. Off target C. Insulting 2.7 Both individuals in this scenario were acting in alignment with their cultural norms and values. Who should have the primary responsibility for changing their interaction style? When is it "too much", as Michael suggests in the Afterthoughts, and necessary to refuse to change one's business style? Learning Objective #3: To explore aspects of self-awareness using Johari's Window as a model. 3.1 Apply the concepts of the Johari Window to this scenario (see PPT 8-10 and 8-11). How do these concepts help explain what happened in this scenario? 3.2 Michael should [when Norio says "I'm sure we'll have a good relationship in the future"] (Explain): A. Be angry B. Be gracious c. Keep trying 11:20 Search X Cultural Differences - Case Study An... 1920 2 of 5 Cultural Differences LeBreaks Del Lletre The momento ecossisted be of culturales de conduct. The depicts where in the canalnom na hisia mellem pisalec of Manager inetisai thaaraattu 11. Learning the 1. To dendetanding af flere To analyzed III. Secare Description: Own Michal Show winding clientele de la cosa del Maresme ladyboyweet wird Mar Michadiectiefel working for you property in real and manufacturing Site med Creative level Narewed Panda carte Verde Merchandisexpanding the ang Indah desa wind te y help Ref. The world in the Na Chanel (2) Mersedes Madu The art Wise (T. The Wadow Defans two years lewood w offer you can lissu vyhogy hele peric allery, very and Miche career has finales - my eine Music 11:20 Search X Cultural Differences - Case Study An... wwwffery www 3 of 5 mit einem America mala bych has focused s. Mummy Tokakauwih performance Amenities American copilby The pe wwwThis yeur. Pris expand the comprar clothing, which desiding and de Takurice ls Matric Makartha Th: De Toksika wodowy Slow The theme ve Spoemes Michelin The Mirror Michaendelethemet Noites beweging the best to be were out with all New.codec Michael Miche erilyg Sinfon el pelle pagine deal. of the show Days Late-Normand Miche When we deal para copine e few deren New Yor. Heimwe bo Machado relation Helbig the decade Summary: Michaelis here acknowledge that should have waited for mange fiest le debate cele relatestig turtla paathe tai w winwanderwhether Nowing the dark IV. Desconto Lernthe Tiger 11:20 Search Cultural Differences - Case Study An... IS frendent that the new hoppa put 4 of 5 The ones and stated in the Learn how Tuestshere erarinthatilature affect the action betwemo Mchaw them 1. deshalb poil you My www distriewe wyse your wat hti ninaar Un the i 13 What Michele Pesure Nile 1.4 Explom AS Balne 1.1 Watforma Michael 2. What is iting lien hemmelig AM & Hem Dudel 2.5 Note undicelules de mayo de Been meting was peure dupa There come B Heer C Dell 2. Michael A Accu Orr 11:20 Search Cultural Differences - Case Study An... 14 How was the plan 5 of 5 produs 21 Whome care le mingit AM wy C D 34 What have brishwa 3.5 Numai mici debesys he's the per A Then compte Her Deloff A Acce BO ale Wewe force When as Michael het, wote changes Apply decoupe de la Windows Il espectador BI 11:21 Search #8 Cultural Differences.pdf Cultural Values Impact on Business 1 How did the differences between Japan's and the United States' national cultural values affect the interaction between Norio and Michael? Use the information on PPT 8-3 and 8-4 to support your answer. 2. Hofstede's research on national cultural values has practical implications for business people. Assume you are Michael and you have to conduct a similar meeting with another client from Russia. How will you modify your behavior to effectively conduct business with this individual? Use the information on PPT 8-3 and 8-4 to support your answer. National Cultural Values National Cultura Cum www Hofstede's Model: Definitions 11:21 Search #8 Cultural Differences.pdf CE 5 of 11 Hofstede's Model: Definitions Model Modetelecom Cultural Values Impact on Business 2. What is Michael's strategy? Find problem Pressure Norio Show patience 3. How was this [initial] meeting? Successful A failure A good start Evaluation of Cross-Cultural Business Meeting 1. What information should Michael have possessed before his meeting with Tokunaka? 11:21 Search #8 Cultural Differences.pdf 7 of 11 Evaluation of Cross-Cultural Business Meeting 1. What information should Michael have possessed before his meeting with Tokunaka? 2. Why is Norio acting somewhat evasive with his responses? 3. What could Michael have done better in the second meeting to continue the business relationship? Evaluation of Cross-Cultural Business Meeting 4. Norio is indicating (when he says he's been meeting with other people): There's competition He enjoyed trip Deal is off 5. Michael's concern that they are having a communication problem) is: Accurate Off target Evaluation of Cross-Cultural Business Meeting 4. Both individuals in this scenario were acting in alignment with their cultural norms and values. 11:21 Search #8 Cultural Differences.pdf Insulting 9 of 11 Evaluation of Cross-Cultural Business Meeting 4. Both individuals in this scenario were acting in alignment with their cultural norms and values. Who should have the primary responsibility for changing their interaction style? When is it too much", as Michael suggests in the Afterthoughts, and necessary to refuse to change one's business style? Johari Window 1. Apply the concepts of the Johari Window to this scenario. How do these concepts help explain what happened in this scenario? 6. Michael should (when Norio says "I'm sure we'll have a good relationship in the future"): Be angry Be pracious Keep trying The Johari Window FACE 11:21 Search #8 Cultural Differences.pdf explain what happened in this scenario? 10 of 11 vo. Michael should [when Norio says "I'm sure we'll have a good relationship in the future"); Be angry Be gracious Keep trying M. The Johari Window The Wind OPEN BLIND OLOSURE HEDOEN UNKNOWN We hai The Johari Window: Definitions The Windows Date che MG. C. dec Cultural Values Impact on Business 1. How did the differences between Japan's and the United States' national cultural values affect the interaction between Norio and Michael? Use the information on PPT 8-3 and 8-4 to support your answer. 2. Hofstede's research on national cultural values has practical implications for business people. Assume you are Michael and you have to conduct a similar meeting with another client from Russia. How will you modify your behavior to effectively conduct business with this individual? Use the information on PPT 8-3 and 8-4 to support your answer. McCrew.nl 0.2005 The Mchrew Hur Companies, Inc. All Rights Reserved National Cultural Values National Cultural Values High power High uncertainty Achievement Long-term dance wvoidance orientation Individualium UNITED STATES JARAN C. MALAYSIA GERMANY FRANCE UNTED STATES GERMANY JARAN UNITED STATES AUSTRALIA UNITED STATES INDIA SORIA ANNE LANDS GERMANY KONG UNTED STATES CENAS SWEDEN RUSSIA Collect Short-term Low power Low uncertainty Nurung distance avoidance Orientation McGraw-Hill CMS The Cell Reel Red 84 Hofstede's Model: Definitions Hofstede's Model: Definitions Indom A niple that people mod |Crane Aasai ou werd and wong of the Ngents Away Uncertainty The design New.WOWYM 25 The McGrela Companies, Inc. All Rights Reservel. 8-5 Cultural Values Impact on Business 2. What is Michael's strategy? Find problem Pressure Norio Show patience 3. How was this [initial] meeting? Successful A failure A good start Evaluation of Cross-Cultural Business Meeting What information should Michael have possessed before his meeting with Tokunaka? 2. Why is Norio acting somewhat evasive with his responses? 3. What could Michael have done better in the second meeting to continue the business relationship? McGrew-in orice 2005 The McCrew-WII Campania, Inc. All Rights Reserved 8-7 Evaluation of Cross-Cultural Business Meeting 4. Norio is indicating (when he says he's been meeting with other people): There's competition He enjoyed trip Deal is off 5. Michael's concern [that they are having a communication problem] is: Accurate Off target Insulting McGraw-Hindir 2008 The McGrew Companies, Inc. All Rights Reserved Evaluation of Cross-Cultural Business Meeting Both individuals in this scenario were acting in alignment with their cultural norms and values. Who should have the primary responsibility for changing their interaction style? When is it too much", as Michael suggests in the Afterthoughts, and necessary to refuse to change one's business style? McCraw-wirin 2005 The McGr. Companies, Inc. Al Rights Reserve 8-9 Johari Window Apply the concepts of the Johari Window to this scenario. How do these concepts help explain what happened in this scenario? 6. Michael should [when Norio says "I'm sure we'll have a good relationship in the future"]: Be angry Be gracious Keep trying AleGrouri The VG Rin Nam The Johari Window The Johari Window FEEDBACK Oper OPEN BLIND DISCLOSURE Open HIDDEN UNKNOWN McGraw-Hirwan 2005 The McGraw. Companies, Inc. All Rights Reserved. 8-11 The Johari Window: Definitions The Johari Window. Definitions Johar Window The und Centurion but you can you under Banormation to Bamperio Dadow the angel experience work These that you do Cultural Differences: Let's Break a Deal 1. Introduction The internationalization of companies has created the need to become more aware of cultural differences in order to successfully conduct business. This scenario depicts a situation where individuals in a business relationship have incongruent cultural norms and values. Using this vignette as a springboard to discuss how to manage cultural differences in the global economy would be valuable for students of Management Organizational Behavior, or Human Resources. II. Learning Objectives 1. To assess students' understanding of different cultural values and their impact on business relationships. 2. To analyze and evaluate a cross-cultural business meeting 3. To explore aspects of self-awareness using Johari's Window as a model. III. Scenario Description: Overview: Michael Sokolow has just been tasked with handling intemational clients. He needs to close a deal with Norio Tokunaka from Pop Wear that has already been thoroughly worked out with Sokolow's predecessor, Roger Small. Michael is unaware of the need to establish a relationship with Norio before he discusses business. Norio becomes disenchanted and refuses to sign the deal. Profile: Michael Sokolow is the Director of Foreign Sales at Mustang Jeans. After working at Mustang as a real estate attorney for six years, acquiring property for retail and manufacturing Sokolow moved into sales at an executive level Norio Tukunaka has worked at Pop Wear, a large retail clothing chain for his entire career. In his current position as Vice President of Merchandising, Norio is responsible for expanding the contemporary clothing line, which includes adding new suppliers and brands for Pop Wear's 36 stores throughout Japan. References: The references included in the attached PPT are: National Cultural Values (PPT 8-3) Hofstede's Model: Definitions (PPT 8-4) The Johari Window (PPT 8-10) The Johari Window: Definitions (PPT 8-11) Back History: Michael Sokolow has been a sales manager at Mustang Jeans for two years. He was "recruited" or "wooed away from a competing company. He was given "an offer you can't refuse", an indication of his stellar reputation. Sokolow is very much a no-nonsense straight-aheadkind of guy. He is friendly, but not big on small talk. He fits the stereotypical American businessman in many ways - informal, a little loud, all about money, very direct and forthright. Michael's career has focused in national sales - this is his first foray into international business. Mustang Jeans is reorganizing to increase efficiency - all managers are now assuming larger territories. Tokunaka has been with Pop Wear for his entire career. He has been working with American companies for many years, importing a variety of products. Most of these American companies are alliances that were formed by Tokunaka's superiors, many years before. All of Tokunaka's accounts are pre-existing accounts as opposed to newly created accounts. This year, PopWear is expanding their contemporary clothing line, which includes adding new suppliers and new brands. Tokunaka has been working on a deal with Michael's associate fora very long time. Michael has just taken over this region. The prior associate's report indicates that the Tokunaka account is a done deal with only logistics and details remaining Sokolow and Tokunaka are having their first meeting. Scene Set-up: Norio arrives at Michael's office after arriving from Japan. Scene Location: Michael's office at Mustang Jeans corporate headquarters The Meeting - Summary: Michael spends less than a minute building rapport with Norio. He then begins to talk about signing the deal that had been previously worked out with Small. Norio wants to continue to talk about good Japanese food and seems insulted that Michael doesn't like eel. Michael continues to press for the deal, but Norio is very evasive. Michael then gets interrupted by his assistant notifying him of his next appointment. He apologizes to Norio about the short amount of time that he has to spend with him. Norio says he'll just leave and come back later in the week. 3 Days Later - Norio comes back, and Michael apologizes for the prior meeting When asked to sign the deal again, Norio suggests that he's been talking to other companies in the past few days in New York. He doesn't commit to the dealand says he'd enjoy hosting Michael in Japan and hopes they can maintain their relationship. He leaves before signing the deal to catch a plane. Afterthoughts - Summary: Michael notes his frustration with the interaction. He acknowledges that he should have waited for Norio to start talking about the deal first. He understands that the Japanese businesspeople place a high priority on the relationship but also points out that he didn't have a long time to devote to small talk when it was unclear whether Norio was going to sign the deal or not. IV. Discussion Questions: The References and related Discussion Questions may be found in PowerPoint slides 8-1 to 8-11. Learning Objective #1: To assess students' understanding of different cultural values and their impact on business relationships 1.1 How did the differences between Japan's and the United States' national cultural values affect the interaction between Norio and Michael? Use the information on PPT 8-3 and 8- 4 to support your answer. 1.2 Hofstede's research on national cultural values has practical implications for business people. Assume you are Michael and you have to conduct a similar meeting with another client from Russia. How will you modify your behavior to effectively conduct business with this individual? Use the information on PPT 8-3 and 8-4 to support your answer. 1.3 What is Michael's strategy? Explain and justify with an example. A. Find problem B. Pressure Norio C. Show patience 1.4 How was this [initial] meeting? Explain A. Successful B. A failure C. A good start Learning Objective #2: To analyze and evaluate a cross-cultural business meeting, 2.1 What information should Michael have possessed before his meeting with Norio? 2.2 Why is Norio acting somewhat evasive with his responses? 2.3 What is Norio hinting [when he mentions Roger likes sushi)? Explain. A. Misses Roger B. He's hungry C. Dislikes deal 2.4 What could Michael have done better in the second meeting to continue the business relationship? 2.5 Norio is indicating (when he says he's been meeting with other people] (Explain and give an example): A. There's competition B. He enjoyed trip C. Deal is off 2.6. Michael's concern (that they are having a communication problem) is (Explain): A. Accurate B. Off target C. Insulting 2.7 Both individuals in this scenario were acting in alignment with their cultural norms and values. Who should have the primary responsibility for changing their interaction style? When is it "too much", as Michael suggests in the Afterthoughts, and necessary to refuse to change one's business style? Learning Objective #3: To explore aspects of self-awareness using Johari's Window as a model. 3.1 Apply the concepts of the Johari Window to this scenario (see PPT 8-10 and 8-11). How do these concepts help explain what happened in this scenario? 3.2 Michael should [when Norio says "I'm sure we'll have a good relationship in the future"] (Explain): A. Be angry B. Be gracious c. Keep trying
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