Read the case below and analyze it using etic and emic concepts. Limit your answer to 500 words, and include a word count at the end. Be as thorough as space allows. Though you can use abbreviations and bullets, organize your analysis clearly and eliminate proofreading errors. Post your analysis to the Assignment link on Canvas by the due date as a Microsoft Word document.

Youre an American, female middle manager stationed at an office in China with a Chinese boss named Mr. Chen and mostly Chinese coworkers and subordinates. The only other non-Chinese employee is a German, male middle manager named Hans who is your peer in the company and with whom youre on friendly terms. Each week, Mr. Chen holds a meeting with his senior staff, which includes you, Hans, and four Chinese middle managers, three of whom are male. Because you are intimately familiar with your department, you are keen to contribute opinions on strategies related to your area of expertise. Youve noticed, however, that Mr. Chen is not very receptive to hearing from you in your meetings. In fact, when either you or Hans offers opinions, Mr. Chen ignores you and keeps talking, frequently bouncing from one topic to another. Because the Chinese middle managers tend not to speak at all, Mr. Chen ends up speaking for the entire meeting, leaving you and Hans mumbling to each other about what the team meetings are for: Why meet if he doesnt want to hear from us?Youve noticed two other disturbing trends in your office. First, Mr. Chen regularly asks you personal questions about your marriage, your familys financial situation, and even what race you consider yourself. (Your father is Latino and your mother is white.) He also frequently comments on your appearance and has even criticized your work clothes, saying things like, The color of your dress doesnt look good on you.Second, youve noticed that your subordinates, rather than coming to you with their opinions concerning your departments work, have been talking to Hans about them, who then relates their opinions and reservations to you. You find this embarrassing and inefficient and wish they could just talk to you directly. Instead, during your meetings with your staff, your subordinates just look at you or look down at the table, including when you ask them for their ideas.

Culturally, what might be happening here?