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Presented by:Paul O’tooleAlyssa mAlinaoPaul StedmanMike chanCross-Cultural Conflict – Gung Ho
AgendaSynopsisConcepts to be illustrated Masculinity versus Femininity Individualism versus Collectivism High Context versus Low Context Neutral versus Affective Theory X & Theory Y Transactional versus Transformational LeadershipQuiz at the end!
Gung Ho - Synopsis1986 ComedyAmerican Manager: Hunt Stevenson Japanese Manager: OishiKazihiroEconomically depleted hometown in USTravels to Japan to promote town as vehicle production siteAutomaker AssanMotors begins production in the townJapanese managers conflict with American employeesEventually both learn to work together and accept the others differences
Masculinity vs. Femininity Degree of  equality between men and womenDefines gender rolesDistinct Gender RolesFluid Gender Roles Japan Masculinity Rating:			 90Men assertive, women nurturing United States Masculinity Rating:		62Men and women are nurturing
Individualism vs. CollectivismIndividualism (Americans)“I” before “we”Composition of individual needs, wants and valuesAttitudes of individuals  determine cultural behaviourCollectivism (Japanese)“We” before “I”Priority of the groups goalsAdopt group norms ; shape behaviour and attitudes
High Context vs. Low Context CultureHigh Context  (Japanese)Use of silence Respectful approach to declining and rejecting suggestionsLow Context	 (American)	Perceives silence as an awkward voidNegates the context of high context speakersProtagonist grows and develops as movie progresses
Neutral vs. Affective RelationshipsNeutral (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 YJapanese support Theory XMonitoring/SupervisingJapanese management programAmericans support Theory YEmployees self-motivated
Transactional vs. Transformational LeadershipJapanese: TransactionalFocused on numbers and bottom lineDefect RateAmericans: TransformationalEnergizes and inspires employeesTrust between managers and employees
ConclusionCross-cultural management presents challenges Must understand cultural differences and embrace themMust be tolerant and accepting Knowledge is the key to effective cross-cultural management Results in content employees and productive workplace

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Cross cultural conflict – gung ho novid

  • 1. Presented by:Paul O’tooleAlyssa mAlinaoPaul StedmanMike chanCross-Cultural Conflict – Gung Ho
  • 2. AgendaSynopsisConcepts to be illustrated Masculinity versus Femininity Individualism versus Collectivism High Context versus Low Context Neutral versus Affective Theory X & Theory Y Transactional versus Transformational LeadershipQuiz at the end!
  • 3. Gung Ho - Synopsis1986 ComedyAmerican Manager: Hunt Stevenson Japanese Manager: OishiKazihiroEconomically depleted hometown in USTravels to Japan to promote town as vehicle production siteAutomaker AssanMotors begins production in the townJapanese managers conflict with American employeesEventually both learn to work together and accept the others differences
  • 4. Masculinity vs. Femininity Degree of equality between men and womenDefines gender rolesDistinct Gender RolesFluid Gender Roles Japan Masculinity Rating: 90Men assertive, women nurturing United States Masculinity Rating: 62Men and women are nurturing
  • 5. Individualism vs. CollectivismIndividualism (Americans)“I” before “we”Composition of individual needs, wants and valuesAttitudes of individuals determine cultural behaviourCollectivism (Japanese)“We” before “I”Priority of the groups goalsAdopt group norms ; shape behaviour and attitudes
  • 6. High Context vs. Low Context CultureHigh Context (Japanese)Use of silence Respectful approach to declining and rejecting suggestionsLow Context (American) Perceives silence as an awkward voidNegates the context of high context speakersProtagonist grows and develops as movie progresses
  • 7. Neutral vs. Affective RelationshipsNeutral (Japanese)Remained silent throughout initial meeting Often misinterpreted since it is visually measureable Affective (American)Express emotions, but remain rational in decision making
  • 8. Theory X & Theory YJapanese support Theory XMonitoring/SupervisingJapanese management programAmericans support Theory YEmployees self-motivated
  • 9. Transactional vs. Transformational LeadershipJapanese: TransactionalFocused on numbers and bottom lineDefect RateAmericans: TransformationalEnergizes and inspires employeesTrust between managers and employees
  • 10. ConclusionCross-cultural management presents challenges Must understand cultural differences and embrace themMust be tolerant and accepting Knowledge is the key to effective cross-cultural management Results in content employees and productive workplace

Editor's Notes

  • #6: 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.
  • #9: Photo source: http://ia.media-imdb.com/images/M/MV5BMjAyODg2MzgwOF5BMl5BanBnXkFtZTcwMDAyMTAxMw@@._V1_.jpg
  • #10: Photo source: http://ia.media-imdb.com/images/M/MV5BMTI3MjM0ODM2NV5BMl5BanBnXkFtZTcwNzMzMTAxMw@@._V1_.jpg