跨文化交际案例分析.ppt

Casestudy,Moreexercises,Case1,JimEllis,vicepresidentofaNorthCarolinaknitwearmanufacturer,wassentbyhiscompanytoobservefirsthandhowoperationswereproceedingintheirKoreanplantandtohelpinstitutesomenewmanagerialprocedures.Beforeanychangescouldbemade,however,Jimwantedtolearnasmuchaspossibleabouttheproblemsthatexistedattheplant.,Duringhisfirstweekhewasmetwithbows,politesmiles,andthecontinualdenialofanysignificantproblems.ButJimwasenoughofarealisttoknowthathehadneverheardofanymanufacturingoperationthatdidnthavesomeproblems.Soaftersomeresearch,heuncoveredanumberofproblemsthatthelocalmanagerandstaffwerenotacknowledging.Noneoftheproblemswereparticularlyunusualordifficulttosolve,butJimwasfrustratedthatnoonewouldadmitthatanyproblemsexisted.,“Ifyoudontacknowledgetheproblems”,hecomplainedtooneofthemanagers,“howdoyouexpecttobeabletosolvethem?”Andthentofurtherexasperatehim,justtodaywhenaproblemwasfinallybroughttohisattention,itwasnotmentioneduntiltheendoftheworkdaywhentherewasnotimelefttosolveit.,Casestudy,Typicalsections:casesummaryCulturalreasonsalternativesconclusion,Suggestedanswer,JimwassenttoKoreanplanttohelppeopletherewithsomenewmanagerialprocedures,thoughJimwaswelcomedwithgreathospitality,onlytofindthathisKoreancolleaguestriedtoavoidacknowledginganysignificantproblems,letalonesolvingthem.JimcouldntunderstandthewaythatKoreansolvedtheproblem.Tohisexasperation,aproblemwasmentionedwhentherewasnotimelefttosolveit.,Casesummary,CulturalAnalysis,High-context/low-contextcultureIndividualistic/collectivisticcultureAttitudetowardsbadnews,2019/11/18,8,可编辑,Inindividualisticculture,theyviewconflictasfundamentallyagoodthing.Workingthroughconflictcangainnewinformationaboutmembers,defusemoreseriousconflict,andincreasegroupcohesiveness.Individualsshouldbeencouragedtothinkofcreative,evenfar-reachingsolutionstoconflicts.Thereisalsovalueindirectconfrontation,recognizingconflictandworkingthroughitinanopen,productiveway.,Culturalanalysis,Peoplefromcollectivisticcultureviewconflictasultimatelydestructiveforrelationships,thinkingthatwhenmembersdisagreetheyshouldadheretotheconsensusofthegroupratherthenengageinconflict.Inculturelikethese,silenceandavoidancemaybeusedtomanageconflict.,Thus,inthiscase,Koreanstriedtheirbesttotakethepeacemakingapproachtode-escalateconflicts,sothatharmonybetweenmemberswouldbemaintainedaslongaspossible.However,Jim,fromindividualisticculture,considereditstrangethathisKoreancolleagueswouldratherhidetheproblemstothelastmomentthansolvetheconflicts.Inhisview,suspendingtheconflictswouldntreleasetensionsandsolidifytherelationshipbuttopotentiallydestructtherelationship.,Combinethetheorywiththecase,Problemsshouldbesolvedfrombothside.Jim.Koreans.Conclusion.,solution,conclusion,Case2,OnhisfirsttriptoMexico,Harry,aU.S.managerwhointendedtonegotiateacontractwithaMexicanfirm,wasinvitedtoadinnerpartybyhisMexicancounterpart.Sincetheinvitationindicatedthatcocktailswouldbeginat7p.m.,Harryarrivedpromptlyatthattime.Hishostseemedsurprised,andnooneelsehadarrived.Peoplebeganarrivingabout8p.m.Harryknewhehadreadtheinvitatio