Case Study 1 Age andStatus

Case Study 1 Age and Status

两位同事的矛盾使一家数据处理公司的总经理遇到了麻烦。一方是一位踌躇满志的法裔加拿大小伙子，另一方是一位有特许签证的年长的中国女性，而此前两人确实很好的合作伙伴…..

Case description:

A manager in a data-processing company was having difficulty dealing with a conflict between a young, ambitious French Canadian male and his co-worker, an older Chinese woman who was on a special visa from China. She had recently become uncooperative and had made it clear to the manager that she would not be willing to travel to the capital with her co-worker to hold discussion with legislators about a new product with great enthusiasm.

When the manager asked her what the problem was, he received no clear explanation. When he asked her co-worker, the young man had no insights to offer. The young French Canadian was clearly annoyed, however, that the Chinese woman was refusing to share her data with him. That meant he couldn’t make the presentation to the legislators because she had all the key data on her computer disks.

The manager repeated questions to her but her “problem” got nowhere. So he changed his approach. He began explaining his concerns, as manger and as spokesperson for the company, about the upcoming meeting with legislators. His explanation about his position was unemotional. In that climate she then felt she could explain her position. She revealed she felt that that as an older, and to her mind, more senior person, she should not be sent to the capitol with a younger employee who would do the presentation of material she had worked hard to develop. That would diminish her status, she felt. The general manger knew the root of his headache.

Questions:

1．What do you think caused the conflict?

2. What would you do to resolve the conflict if you were the general manager?

Case Study 2 Praising Japanese in Public Workplaces （在工作场所当众表扬日本人）

琼斯先生（美国经理） 当众表扬苏琦木拓（日本员工）工作做得很棒，本以为苏琦木拓会高兴的接受，却不料…..

Case description:

American: Mr. Sugimoto, I have noticed that you are doing an excellent job on the assembly line. I hope that the

other workers notice how it should be done. Japanese: (He is uneasy). Praise is not necessary. I am only doing my job. (He hopes other Japanese workers do not hear.)

American: You are the finesse, most excellent, dedicated worker we have ever had at the Jones Corporation. Japanese: (He blushed and nods his head several times, and keeps working.)

American: Well, are you going to say “thank you,” Mr. Sugimoto, or just remain silent? Japanese: Excuse me, Mr. Jones … May I take leave for five minutes?

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American: Sure. (He is annoyed and watched Sugimoto exit). I can’t believe how rude some Japanese workers are.

They seem to be disturbed by praise and don’t answer you … just silent.

Questions:

1. Why was the conversation between Mr. Jones and Mr. Sugimoto not so pleasant?

2. Why did they have such different reactions towards praising in public workplaces?

3. If you were Mr. Sugimoto, would you accept praise from Mr. Jones in public workplaces?

4. If were Mr. Jones, how would you deal with the situation more appropriately?

Case 3 A British General Manager in Thailand 英国总经理在泰国

一位英国总经理来到泰国上任，到任之初，没想到使用什么样的车上班这个小问题给他带来了不小的烦恼……. Case description:

A British general manager upon arrival in Thailand refused to take his predecessor’s car. The Thai finance manager asked the new GM what type of Mercedes he would like, then, The GM asked for a Suzuki or a Mini, anything that could be handled easily in the congested traffic in Bangkok.

Three weeks later the GM called the finance manger and asked about prospects for the delivery of his car. The Thai lost his reserve for a moment and exclaimed: “we can get you a new Mercedes by tomorrow, but Suzuki take much, much longer.” The GM asked him to see what he could do to speed up the process. After four weeks the GM asked to see the purchase order for the car. The purchasing department replied that, because it would take so long to get a small car, they had decided to order a Mercedes.

The GM’s patience had run out. At the first management meeting he brought the issue up and asked for an explanation. Somewhat shyly, the predominantly Thai management team explained that they could hardly come to work on bicycle.

Questions:

1. Why did the GM have difficulties in getting a Suzuki or Mini?

2. Why did the management team say they could hardly come to work on bicycle?

case 4

怎样理解微笑？

微笑是友好的表示，理应得到友好的回应。但是，向别人道歉时微笑是否显得适当？不同国家的人有不同的理解。处理不当，很可能带来意想不到的结果?? Case description:

Peter is the general manager of an American company in China. Recently, Jun Chen, one of the Chinese managers made a mistake at work that caused some difficulties that required a lot of effort

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to fix. Jun Chen was very upset about what had happened, and came to Peter’s office to make a formal apology. Jun Chen went into Peter’s office after being told to, smiling before he spoke. “Peter, I’ve been feeling very upset about the trouble I’ve caused for the company. I’m here to apologize for my mistake. I’m terribly sorry about it and I want you to know that it will never happen again.” Jun Chen said, looking at Peter with the smile he had been wearing since he walked into the office. Peter found it hard to accept the apology. He looked at Jun Chen, and asked, “are you sure?”

“Yes, I’m very sorry and I promise this won’t happen again,” Jun Chen said, with a smile even broader than before.

“I’m sorry I just can’t take your apology. You don’t look sorry at all!” Peter said angrily.

Jun Chen’s face turned very red. He did not in the least expect Peter to take it negatively. He was desperate to make himself understood. “Peter,” he managed to smile again, “trust me, no one can feel any more sorry than I do about it.”

Peter was almost furious by now, “If you’re that sorry, how can you still smile?” Questions for discussion”

1. Why did Jun Chen wear a smile when he made the apology?

2. Do you think it is reasonable that Peter became so angry with Jun Chen? Why? 3. What are the different interpretations for a smile by the two in this situation?

Case 5 Why Was His Answer Not Related to the Question?

为何他答非所问？

飞利浦照明公司的一位美国经理和一位颇具发展潜力的中国员工谈话，但这位中国员工总是答非所问，美国经理甚是疑惑?? Case description:

An American manager of human resource in Philips lightening company talked with a Chinese employee with great potential. The American manager wanted to know the development design and the position the employee wants to get in the company. But the Chinese employee did not answer the question directly; instead he only talked about the company’s future direction, promotion system and his current position. He talked for a long time, but did not give a definite and direct answer. The manager was puzzled and annoyed, because the same situation has occurred several times, Later, the manager complained to another human resource manager, Mr. Jia, “I only wanted to know the employee’s working plan in the next 5 years and the position he wants to get in the company, but why I cannot get a clear answer?” .The Chinese employee also complained to Mr. Jia., “Why are Americans so aggressive?” As the human resource manager in a multinational company, Mr. Jia knows that a different manner in communication brings about misunderstandings. So he did best to explain to the two sides, but it is not easy to reduce the obstacle between them. Case in Chinese:

飞利浦照明公司某区域人力资源经理（美国人）与一位被认为具有发展潜力的中国员工交谈，想听听这位员工对自己今后五年的职业发展规划以及期望达到的位置。中国员工并没有正面回答问题，而是开始谈论起公司未来的发展方向、公司的晋升体系，以及目前他本人在组织中的位置等等，讲了半天也没有正面回答他的问题，人力资源经理有些大惑不解，没

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等他说完已经有些不耐烦了，因为同样的事情之前已经发生了好几次。“我不过是想知道这位员工对于自己未来五年发展的打算，想要在飞利浦做到什么样的职位罢了，可为何就不能得到明确的回答呢？”谈话结束后，他忍不住向另一名中国人力资源主管贾先生抱怨道。“这位老外副总怎么这样咄咄逼人？”谈话中受到压力的员工也向贾先生诉苦。作为人力资源主管，贾先生明白双方之间不同的文化沟通方式引起了隔阂，虽然他极力向双方解释，但要完全消除已经产生的问题并不容易。 Question for discussion:

1. Why did the Chinese employee not give a clear and definite answer? 2. What stereotype did the Chinese employee from towards American? 3. How can Mr. Jia effectively solve the awkward situation?

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