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

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

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