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Intercultural Problems

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Submitted By Natijahtaraji
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Masalah antara budaya di Toyo Benar
Ketika dia menetap di tempat duduk syarikat penerbangan beliau untuk kaki panjang dan perjalanan pulang ke Massachusetts, scott patjens berusaha keras untuk berehat. Mental letih dari hari empat jam di Tokyo dan yokohama, bagaimanapun, dia tidak dapat berehat.
Untuk mengatakan bahawa patjens hairan dan kecewa adalah untuk memberi kredit untuk berada dalam kawalan jauh lebih besar daripada dia merasa. Beberapa peristiwa yang berlaku empat hari lalu jatuh melalui fikirannya. Dia tidak boleh sama sekali menolak imej, atau perasaan tidak selesa. Ia adalah sifat beliau merasa positif mengenai kerja dan usaha beliau tetapi dia tidak boleh sama sekali menolak perjalanan ini. Sejak mesyuarat diminta beliau hanya tiga jam lalu dengan merton robinson, seorang eksekutif pemasaran barat yang tinggal di Jepun untuk menjadi agak mengganggu dia. Seluruh keadaan adalah tidak meyakinkan dan banyak soalan kekal dijawab, tidak terkecuali daripadanya adalah sama ada atau tidak dia akan dapat pulih daripada permulaan goyah dalam hubungannya dengan kumpulan Jepun.

Patjens merupakan pengurus latihan antarabangsa untuk papan kenyataan, inc., Pengeluar di seluruh dunia dan pengedar cip silikon dan dipasang papan litar bercetak. Pejabatnya adalah sebahagian daripada program latihan korporat yang lebih besar, yang dalaman mesra dipanggil 'u benar'. perbadanan itu mempunyai operasi antarabangsa yang luas, dengan Toyo benar, anak syarikat Jepun, bahagian ketiga paling produktif dalam jualan dan pendapatan. Toyo benar bekerja lebih daripada tiga ratus orang dan pada tahun lepas adalah bertanggungjawab untuk pendapatan korporat melebihi 500 juta. Pada mulanya sebahagian daripada bahagian antarabangsa papan benar (intertrue) kumpulan Jepun telah begitu berjaya dan menjadi begitu besar bahawa syarikat itu telah diputar ia di luar ke dalam anak syarikat. Intertrue terdiri daripada semua cpmpanys operasi antarabangsa menjangkakan Amerika utara dan barat usaha Eropah, telah menyediakan peratusan besar Resourses yang ti Toyo benar yang betul telah menuntut kadar bahagian itu. Pada tahun sejak spin-off kumpulan Jepun, namun bahagian antarabangsa telah berkembang pesat keutamaan lain dan tidak lagi sumber internel untuk toyo benar. Toyo benar pada hakikatnya adalah dengan sendiri. Tanpa sebuah organisasi sokongan korporat, ia mempunyai cabaran untuk memupuk hubungan baru dan saluran untuk mengakses pembiayaan korporat dan perkhidmatan sokongan, yang ia kini cuba untuk bergantung kepada banyak. Begitu juga, pegawai korporat adalah menilai semula hubungan dan mempunyai membangunkan inisiatif untuk melihat bagaimana mereka terbaik dapat mengendalikan srructure baru. Usaha-usaha ini adalah sebab patjens telah pergi ke Jepun dalam perjalanan ini.

Patjens kini mampu untuk memikirkan tentang sebab-sebab mengapa misinya mempunyai keputusan yang mixwd. Beliau kini boleh menyedari bahawa beberapa keadaan persekitaran dalaman dan luaran telah meningkatkan kesukaran yang membuat hubungan lancar antara toyo benar dan ibu bapa korporatnya sukar untuk dicapai.

Pertama, seperti banyak daripada pengasas korporat dan semasa pengurusan atasan 'mempunyai sebarang petunjuk' kerana mereka sendiri meletakkan ia mengenai amalan perniagaan Jepun secara khusus dan tahu walaupun kurang tentang patrens budaya Jepun. Dua daripada toyo pegawai Trues adalah disebabkan untuk diletakkan pada lembaga pengarah tetapi itu tidak lagi berlaku. Perasaan adalah bahawa syarikat itu memerlukan warga Jepun untuk benar-benar menjalankan toyo benar dan telah mengadakan anak dengan Jepun dengan pegawai jepun dalam kedudukan nearlyevery kakitangan. Oleh itu, jangkaan dan persepsi di kedua-dua hubungan masih belum dikongsi dan telah kerap telah keluar dari garis.

Ketiga, beberapa kumpulan korporat pada masa lalu baru-baru ini telah mengambil kira ia satu penghormatan untuk bekerja dengan percaya kepada toyo tetapi apabila sedar apa komitmen yang bersama dengan kemuliaan yang sebenar tilttle yang berkaitan dengannya) yang mereka hd ben selepas) orang kakitangan peringkat corporae sama usuaaly jatuh mencabar keluar. Oleh itu, tidak ramai yang Ine perbadanan itu boleh menuntut pengalaman langsung bekerja dengan bahagian Jepun yang berjaya.

Sebagainya, toyo pegawai benar memang mengetahui betapa pentingnya peranan mereka adalah dalam menghasilkan pendapatan bagi syarikat induk. Oleh itu, ia adalah perasaan yang serius dan dan sengit mereka bahawa corporaete sokongan harus mengalir secara semula jadi kepada mereka tanpa banyak usaha di pihak thie. Mereka mengharapkan perhatian banyak lebih dan assistanc daripada mereka telah menerima dan telah diganggu bahawa ia tidak pernah datang.
Ketika dia digambarkan sekali lagi pada mesyuarat itu, Patjens masih merasai sedikit rasa malu tentang kejutan, persembahan spontan yang mana beliau telah menawarkan diri oleh pengarah HR. beliau telah diminta untuk berkongsi sesuatu tentang latihan teknikal. Pada benar U. "teknikal" bermakna jenis tertentu mata pelajaran, supaya Patjens memberi prospek kepada latihan dalam bidang kejuruteraan sistem. malangnya, kerana beliau kemudian memberitahu, latihan teknikal di Toyo Benar apa-apa tetapi pembangunan pekerja, jadi anggota majlis duduk dengan sopan melalui segala-galanya, mungkin tertanya-tanya mengapa begitu banyak bidang latihan sah telah diabaikan. Satu lagi andaian yang rosak yang menyebabkan detik-detik janggal ...
Patjens apa yang hampir terkejut adalah bahawa keputusan bersih daripada mesyuarat itu adalah positif. jika lawatan ini mencapai nilai jangka panjang, dia dapat melihat bagaimana kerja Lacey akan menjadi faktor utama dalam kejayaan muktamad. pengurus meninggalkan mesyuarat itu menyedari bahawa mereka akan mempunyai untuk membunuh masa, ramai daripada anggota yang mempunyai tempahan yang serius mengenai daya maju Majlis. dengan apa-apa secara terang-terangan disebut, sudah tentu. majlis itu ialah kemenangan yang pelbagai, dan yang dibenarkan bergerak jauh ke hadapan. apa yang masih peduli Patjens, walaupun, adalah bahawa mesyuarat itu ditutup tanpa Kesimpulan yang dibuat atau tugasan dibuat. beliau telah digunakan untuk perbincangan awam dan perdebatan, perbezaan mesra dibawa keluar dalam sesi kumpulan, bukan berhujah yang bertenaga itu, beliau memahami sekarang, akan lagi mengambil tempat di pejabat-pejabat Toyo. jika hanya dia atau orang lain telah mengambil masa untuk berunding dengan seseorang seperti seperti Merton Robinson awal, mereka mungkin telah mendapat keuntungan yang sangat besar dari tahun beliau tinggal di Timur Jauh dan bekerja dengan pelbagai jenis perniagaan Jepun dan businessesmen. demikian dengan orang-orang kekecewaan berlarutan, Patjens mendapati bahawa dia masih rasa pedih dari sesi dengan Robinson, mengingatkan beberapa pertukaran mereka:
Robinson: apa yang boleh saya katakan, scott. Anda hanya mempunyai terlalu banyak perkara yang direka dan dirancang salah.
Patjens: Saya tahu saya tidak berhubung dengan mereka. Mereka mungkin penulisan laporan melepuh dan menghantar pulang lebih awal dari saya. Saya menyangka bahawa saya perlu menjelaskan apabila saya pulang ke rumah esok. Secara khusus, walaupun, di mana silap kita dalam andaian kita?
Robinson: Pertama, saya akan memberitahu anda apa yang anda lakukan dengan betul, perkara-perkara yang menghalang mereka daripada sesi sama sekali berpecah belah, dan yang membuatkan saya fikir anda masih boleh pulih. Anda telah membuat usaha untuk membawa hubungan antara budaya anda sendiri kursus mini, dengan gram budaya dan semua. anda datang dengan hadiah, dengan salam Propper, dan perhatian kepada formaliti. Jika saya boleh percaya akaun anda membina persahabatan yang peribadi, termasuk yang perfomance mahir anda dan penyepit anda di bar sushi, nampaknya anda memenangi banyak mata di sana. Juga, anda tidak tergesa-gesa ke dalam bahagian perniagaan. Mereka semua ke sisi positif.

sekarang, menunggang pada 30, 000 kaki di atas Pasifik menuju ke rumahpenerbangan sambung Seattlenya, Patjens boleh mencerminkan lebih secara objektif di usaha-usahanya sendiri di perjalanan ini, niat baik tetapi nampaknyadengan keputusan-keputusan dipersoalkan. Corrine Lacey , satu daripada rakan-rakan syarikat dia telah meletakkan persediaan asas untuk mesyuarat dan telah menjadi "penaja"nya berdasarkan dia dimasukkan di sesi mengendalikan latihan.Pertemuan awal, walaupun mesra, tidak menyelesaikan apa-apa. Mesyuarat Training Council telah yang terbesar, paling penting , dan yang paling mengecewakan untuk Patjens. Objektif syarikat untuk mesyuarat ini adalah untuk membentuk pengurus-pengurus kanan sekumpulan Toyo yang akan sering bertemu untuk menentukanobjektif latihan dan membuat cadangan untuk melaksanakan mereka. Keanggotaan majlis terutamanya mengandungi pengurus fungsian di bidang-bidang teknikalseperti perkhidmatan pelanggan, kejuruteraan sistem-sistem , dan sumber maklumat. Kawasan-kawasan Nontechnical seperti jualan, pemasaran, kewangan , dan sumber manusia juga diwakili tetapi bukan keutamaan majlis.

Jawatan rasmi Patjen pada mesyuarat itu adalah untuk mewakili syarikat dan kepadamenawarkan fikiran ke dalam bagaimana bahagian-bahagian antarabangsa lainmenguruskan latihan mereka. Peranan tidak rasmi dia adalah untuk memastikan bahawa majlis membuat satu pendidikan baik. Peranan tidak rasmi dia adalah untuk memastikan bahawa majlis membuat satu permulaan yang baik sebagai satu perhubungan boleh dipercayai dan sumber maklumat. Dia juga mahu meyakinkankumpulan menentukan seseorang bekerja dengan syarikat di isu latihan. Satu kebimbangan utama kepada Patjens bahawa dalam kesemua Toyo True hanya seorang sahaja mempunyai satu nama jawatan dengan latihan tersirat di dalamnyadan itu ialah seorang wanita muda yang merupakan seorang pekerja kecil.

Patjens mempunyai beberapa sebab kerana menjadi gementar pergi ke dalammesyuarat itu. Dia tahu bahawa kebanyakan dari ahli-ahli tidak dijual di keperluanuntuk majlis ini dan kerja tambahan ia berjanji untuk setiap mereka. Tambahan pula,hubungan utamanya (dan corporate's) dengan ini kumpulan pengurus ialah pengarahSumber (HR)Manusia, yang mempengerusikan mesyuarat itu. Kebimbangan ialahpengarah HR tidak boleh dipercayai dengan pengurus-pengurus kanan yang lain, tetapi syarikat terpaksa kehormatan bahawa sambungan rasmi. Kebimbangan akhirialah Patjen sekutu, Corinne Lacey. Dia satu aset sebenar kerana dia telah dinaikkan di Jepun, tahu Kastam Jepun , dan bercakap orang Jepun dengan lancar. Dalamdendam untuk sifat-sifat itu , bagaimanapun , Scott tidak yakin bagaimana dia akan diterima kerana dia Amerika Afrika separuh dan orang Jepun separuh tambahan kepada menjadi wanita.

Kerana Lacey ada di situ, Patjens bersetuju untuk menjalankan sepenuhnyamesyuarat itu di Jepun (walaupun itu disebabkan dia boleh dikatakan tidak berguna).Lacey membongkok untuk menterjemahkan item-item kritikal , dan Patjens terpaksamengaku bahawa membantu satu tawaran hebat. Dia tahu struktur mesyuarat, jadi dia diikuti oleh memerhatikan dan mendengar untuk reaksi-reaksi bukan lisan.Rintangan utama yang berlaku ialah apabila seorang pengurus utamamerenggangkan dirinya dari mana-mana tanggungjawab latihan.

1. Kenal pasti kelakuan hos orang Jepun yang mewujudkan kekecewaan untuk ScottPatjens. Kenal pasti juga tindakan oleh Patjens atau penaja korporatnya yang mewujudkan kekeliruan atau kekecewaan untuk Toyo True Managers.

2. Mengapa harus tindakan-tindakan itu menyukarkan?

3. Mengapa ia sukar memerhatikan perbezaan, untuk mentafsirkan kelakuan berkecuali, untuk menahan pengadilan?

4. Secara spesifik, apa boleh Patjens dan pasukan korporat dia telah dilakuan bagi mengelakkan andaian-andaian rosak, keadaan memalukan dan kekok , dan kekecewaan?

5. Apa tindakan susulan sepatutnya Patjens ambil atas pulangannya kepada pejabat rumah? Apa cadangan jika dia langsung kepada orang latihan korporat? Untukpengurus Toyo True? Justifikasi jawapan anda menggunakan mengkaji prinsip-prinsip komunikasi antara budaya.

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... | | |Intercultural Communication | Copyright © 2010, 2009, 2004 by University of Phoenix. All rights reserved. Course Description The purpose of this course is to assist students in understanding and applying the principles of effective intercultural communication in a diverse society and in global commerce. Students will develop an understanding of why and how cultural issues influence effective communication. This course introduces techniques for improving written, oral, and interpersonal communication skills in response to intercultural settings. Policies Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents: • University policies: You must be logged into the student website to view this document. • Instructor policies: This document is posted in the Course Materials forum. University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in which you attend class. If you have recently changed modalities, read the policies governing your current class modality. Course Materials Lustig, M. W. & Koester, J. (2010). Intercultural competence: Interpersonal communication across cultures...

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