Case 1: Challenges faced at the workplace
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Transcript of Case 1: Challenges faced at the workplace
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Case 1: A challenging workplace
Prepared by Journey
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Agenda❖Problem Statement & Solution
❖Executive Summary
❖Overview
❖Cultural Analysis
❖Case Analysis
❖Alternatives
❖Implementation2
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Problem Statement and SolutionQuestions
❖ What similarities and differences can you identify between North American and Japanese working styles?
❖ In what way did this company reflect the characteristics of other Confucian Asian countries?
❖ Why do you think Samira was not seen as a team player?
❖ What universal leadership attributes did Samira exhibit?
❖ What other suggestions would you have for Samira in this situation?
Answers❖ Similarities: North American and Japanese= Getting
things done; indirect-style feedback. Differences: North American= Superior; independent; fast decision making and work fewer hours; Japan= Inferior; dependent; slow decision making and work more hours.
❖ Establishing harmonious relationships; filial piety between management and employees; flexible work arrangements. (The achievement of virtue ‘Ren’ and the practice of propriety ‘Li’)
❖ She’s not bounded to the team; self-motivated; disinclined toward teamwork decisions; the habit of doing more than planned individually.
❖ Charismatic; participative; autonomous; self-protective.
❖ Identify conflicts and the best ways to handle them; request for collective training on which type of decision; prepare checklist-type exercises to make differences explicit, legitimate, then negotiate with peers; highlighting strengths and relevance experience up-front and use the strength.
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Executive Summary ❖ Samira facing cultural dilemma, our proposed solutions.
❖ Erin Meyer’s cultural map and Hofstede’s cultural dimensions theory backs up our solutions.
❖ Samira was not seen as a team player.
❖ This is because she thinks it is best to solve problems directly and quickly with as little emotional fuss as possible even if it means disrupting the feelings of others.
❖ She needs to excel in the workplace, at the same time, to work well with her Japanese peers.
❖ If she can manage her strategic alliances properly, she can achieve her goal of being an emerging leader at the company.
❖ Here is our proposal.4
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Overview (Key Points)The gap between University and the workplace, addressing issues related to cultural differences.Samira (Individualism and self-assertion)
❖ Pragmatic approach is needed to deal with her uncertainties
❖ Time must be harnessed as effectively as possible to enable progress
❖ ‘Bottom-line’ in the short term
Peers (Collectivism and cautious)
❖ Reflects a degree of collaborative behaviour and consensus building within the company. (The concept of ‘’Wa’’)
❖ Take time through the need to go into detailed discussions and to give the feeling that everyone participates in the decision-making process
❖ Groupism and insularity 5
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Overview (Key Challenges)Adapting to the Japanese workplace, the dilemma. Should she?
6OECD Data, 2016
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Cultural Analysis
7Harvard Business Review, 2014
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Cultural Analysis (Cont.)
8Geert Hofstede, 2016
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Case Analysis
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Source of Difference
Samira’s Force(As Is)
Peers’ Expectations (To be)
Experienced as
National culture of origin
Independent thinking Dependent relationship
Perceived bias in accepted norms
Values around team behaviour
Forceful personality Passive obedience Missed timing and anger at inappropriate reciprocity
Preferred ways of decision making
Display confidence and self-knowledge
Risk and cautious shift Lack of loyalty to decision and team
Expectation around team interaction
Speaks ‘out of turn’ Verbalize ‘at a time’ Feeling misunderstoodand irritation
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Alternatives Decision Criteria
❏Samira’s Force vs Peers’ Expectations
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IndependentThinking
Forceful Personality
Display of Confidence and Self-
Knowledge
Speaks ‘out of turn’
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AL. (Cont) Option 1: Well-structured participative process (eg. have the same status; do not have contradictory interest; and do not feel that identity is threatened)
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AL. (Cont) Option 2:Clarify how decisions are taken and by whom (eg. request for a facilitator outside of the team who is well trained in techniques for developing the team’s reflection)
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AL. (Cont) Option 3:Prep Japanese peers with meeting specifics beforehand so they are prepared for debate and structure the meeting dialogue. (eg. a meeting guide)
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AL. (Cont) Key Issues and Related Solutions
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Independent thinking
Forceful display Display of confidence and self-knowledge
Speak ‘out of turn’
Option 1: Participative process
Reduce(Samira)
Reduce(Samira)
Reduce(Samira)
Reduce(Samira)
Option 2: Role delegation
Raise(Both)
Eliminate(Samira)
Raise(Both)
Eliminate(Samira)
Option 3: Structured meetings
Unchange(Samira)
Reduce(Samira)
Reduce(Samira)
Eliminate(Samira)
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AL. (Cont) RecommendationOption 2: Clarify how decisions are taken and by whom (eg. request for a facilitator outside of the team who is well trained in techniques for developing the team’s reflection)
Pros: It helps identify needs, finding ideas, formulating plans, executing ideas, and establishing team organisation.
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ImplementationAdaptation plan
❖Analyse and highlight Japanese colleagues’ strengths and relevant experiences upfront and using their strengths.
❖A good representation of all team roles, as can be seen in the next slide.
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Implementation (Cont)
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Team role Descriptors and strengths
Completer-finisher Conscientious, introvert, delivers on time
Implementer Conservative, reliable, turns ideas into practical actions
Team worker Extrovert, co-operative, avoids friction
Specialist Serious, provides knowledge and skills in rare supply
Monitor evaluator Introvert, open to change, judges accurately
Co-coordinator Dominant, good chairperson, delegates well
Plant Trustful. creative , solves difficult problems
Shaper Emotional, impatient, has the drive to overcome obstacles
Resource investigator Diplomatic, persuasive, communicative, develops contract
Belbin, 1933
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Implementation (Cont)Recap
❖At this point, a third party must enter the conversation to provide clarification and expectations about each employee’s assignments.
❖To truly fix the problem, Samira and the Japanese employees must rethink the situation and ask, “What does it take for the two people with different culture to win?” If they prioritize the important tasks and share them, then both employees can win.
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ReferenceBlake, R. R. and J. S. Moulton. (1962). The managerial grid. Advanced Management Office Executive 1(9).
Browaeys, M. J. and Roger, P. (2015). Understanding Cross-Cultural Management, Harlow, UK: Pearson.
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Crawford, R. J. (1998). Reinterpreting the Japanese economic miracle. Harvard Business Review (January-February): 179-184.
Dillon, L. (1990). Can Japanese methods be applied in the western workplace? Quality Progress (October): 27-30.
Hayes, R. H. (1981). Why Japanese Factories Work, Harvard Business Review (July-August): 57- 66.
Champion, D. (2014). A tool that maps out cultural differences. Retreived from https://hbr.org/web/infographic/2014/04/comparing-management-cultures
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McGregor, D. M. (1957). The human side of enterprise. Management Review (November): 22-28. Reprinted from the Proceedings of the Fifth Anniversary Convocation of the School of Industrial Management, MIT, April 9, 1957.
O'Clock, P. and K. Devine. (2003). The role of strategy and culture in the performance evaluation of international strategic business units. Management Accounting Quarterly (Winter): 18-26.
OECD Data. (2016). Labour productivity and utilization. Retrieved from https://data.oecd.org/lprdty/labour-productivity-and-utilisation.html
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Takeuchi, H. (1981). Productivity: Learning from the Japanese. California Management Review (Summer): 5-18.
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Thank youfor your time
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