The German marketing manager of a major car producer wasfinding it increasingly difficult to work in Japan. In meetings,the Japanese colleagues hardly ever said anything. When they wereasked if they agreed to his suggestions, they always said ‘Yes’’,but they didn’t do anything to follow up the ideas. The only timethey opened up was in a bar in the evening, but that was gettingstressful, as they seemed to expect him to go out with them on aregular basis.
Please the following questions:
1. What is the main intercultural problem in thismini-case?
2. Please justify behaviour of the German and Japanesecolleagues using main theories/models of intercultural managementand communication that you’ve learned in this course.
3. How would you handle this situation if you would be in aposition of the German marketing manager?
The German marketing manager of a major car producer wasfinding it increasingly difficult to work in Japan. In meetings,the Japanese colleagues hardly ever said anything. When they wereasked if they agreed to his suggestions, they always said ‘Yes’’,but they didn’t do anything to follow up the ideas. The only timethey opened up was in a bar in the evening, but that was gettingstressful, as they seemed to expect him to go out with them on aregular basis.
Please the following questions:
1. What is the main intercultural problem in thismini-case?
2. Please justify behaviour of the German and Japanesecolleagues using main theories/models of intercultural managementand communication that you’ve learned in this course.
3. How would you handle this situation if you would be in aposition of the German marketing manager?
