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Cross cultural conflict – gung ho novid
 

Cross cultural conflict – gung ho novid

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  • IndividualismThe personal lives of the American takes precedence over their work life. The need to do things their own way, such like smoking a cigar and listening to music while they work or reading while on break are personalized work ethics that the American workers are accustomed to. The time needed for personal matters, such like time for certain family situations are valued and are seen as a priority over work. (ex. When the American tries to leave work early to be there for his son who is going into surgery to get his tonsils removed). The cultural behaviour and mindset of the American workers that is portrayed in this movie are a composition of each individual character.The individualistic nature of the American culture that really stood out in the movie, was how the main character was facing a possible demotion due to his incapability to carry out his responsibilities as employee liason; he struck a deal with the Japanese management team that he knew the American workers would not agree to in order to save his own job. He placed himself before the group.CollectivismThe success of the company comes before the individual aspirations of the employees. The collectivist nature and work ethic of the Japanese workers was summed up in Kazuhiro’s description of what car factories are like back in Japan “...same size factory production would be up 40% with superior quality. Japanese workers are very loyal to company and very proud when company does well. When production lags, worker stays longer in factory...without pay”He expressed his disappointment in their failed attempt to push this corporate collectivist culture onto the American workers.
  • Photo source: http://ia.media-imdb.com/images/M/MV5BMjAyODg2MzgwOF5BMl5BanBnXkFtZTcwMDAyMTAxMw@@._V1_.jpg
  • Photo source: http://ia.media-imdb.com/images/M/MV5BMTI3MjM0ODM2NV5BMl5BanBnXkFtZTcwNzMzMTAxMw@@._V1_.jpg

Cross cultural conflict – gung ho novid Cross cultural conflict – gung ho novid Presentation Transcript

  • Presented by:
    Paul O’toole
    Alyssa mAlinao
    Paul Stedman
    Mike chan
    Cross-Cultural Conflict – Gung Ho
  • Agenda
    Synopsis
    Concepts to be illustrated
    Masculinity versus Femininity
    Individualism versus Collectivism
    High Context versus Low Context
    Neutral versus Affective
    Theory X & Theory Y
    Transactional versus Transformational Leadership
    Quiz at the end!
  • Gung Ho - Synopsis
    1986 Comedy
    American Manager: Hunt Stevenson
    Japanese Manager: OishiKazihiro
    Economically depleted hometown in US
    Travels to Japan to promote town as vehicle production site
    Automaker AssanMotors begins production in the town
    Japanese managers conflict with American employees
    Eventually both learn to work together and accept the others differences
  • Masculinity vs. Femininity
    Degree of equality between men and women
    Defines gender roles
    Distinct Gender Roles
    Fluid Gender Roles
    Japan Masculinity Rating: 90
    Men assertive, women nurturing
    United States Masculinity Rating: 62
    Men and women are nurturing
  • Individualism vs. Collectivism
    Individualism (Americans)
    “I” before “we”
    Composition of individual needs, wants and values
    Attitudes of individuals determine cultural behaviour
    Collectivism (Japanese)
    “We” before “I”
    Priority of the groups goals
    Adopt group norms ; shape behaviour and attitudes
  • High Context vs. Low Context Culture
    High Context (Japanese)
    Use of silence
    Respectful approach to declining and rejecting suggestions
    Low Context (American)
    Perceives silence as an awkward void
    Negates the context of high context speakers
    Protagonist grows and develops as movie progresses
  • Neutral vs. Affective Relationships
    Neutral (Japanese)
    Remained silent throughout initial meeting
    Often misinterpreted since it is visually measureable
    Affective (American)
    Express emotions, but remain rational in decision making
  • Theory X & Theory Y
    Japanese support Theory X
    Monitoring/Supervising
    Japanese management program
    Americans support Theory Y
    Employees self-motivated
  • Transactional vs. Transformational Leadership
    Japanese: Transactional
    Focused on numbers and bottom line
    Defect Rate
    Americans: Transformational
    Energizes and inspires employees
    Trust between managers and employees
  • Conclusion
    Cross-cultural management presents challenges
    Must understand cultural differences and embrace them
    Must be tolerant and accepting
    Knowledge is the key to effective cross-cultural management
    Results in content employees and productive workplace