A.

Situation Analysis

Mr. Fred Bailey an American Educated and worked in America an American by heart and soul. Present
Occupation: Managing Director, Kline & Associates, Tokyo Office. And Mrs. Fred Bailey Again an American
by all means who both of them is didnt understand Knowledge of Japanese Language and Culture.

The case begins with Fred in Tokyo wondering whether or not to tell his home office in Boston that he and
his family are returning early from their overseas assignment. Fred reflects back on the events that
contributed to his current situation.

However, the case really begins with Fred receiving a chance to head up the firms Tokyo office. Although
Freds wife, Jenny, is not so thrilled about the opportunity, Fred thinks he cannot pass it up. Fred and
family leave not long after the decision is made, basically by Fred, to accept the position in Tokyo. Fred
and his family receive little training and have almost no time to do any preparation themselves.

B. Problem Analysis

Freds wife is threatening to go home; she is not a happy camper and also Fred hasnt adjusted either and
isnt so thrilled about this assignment.

The next problem is The Tokyo Office Scenario Seven Americans vs Thirty-Three Japanese and the
result is Issue in Communication and give result :

a. Fred Bailey : Unsatisfied, Confused

b. Subordinates : Unsatisfied, Stressed & Confused

So, based on that Fact, who is blame Company, Fred Himself, or Japanese Culture? And find the best
solution to accommodate of different culture for itself?

C. Decision Analysis and Potential Problem Analysis

1. Why Fred accepted the offer

The SUGAR COATED pill
Made to seem like an offer he couldnt refuse
The last step to becoming a partner in the Firm
Triple salary
A car and driver
A very nice house in an expensive district of Tokyo
All education expenses for children All expenses for moving to Tokyo

2. The cons Fred ignored Before accepting

Had to move at a very short notice
No time to learn about the culture and the attitude of the people of Japan
No Language skills
Mrs.Bailey was never enthusiastic
3. The Signs Fred ignored. In Tokyo At the office
At the General meeting the Japanese and the Americans sat separately in different groups
Fred got specific replies from Americans but vague replies from the Japanese.
Fred Said that I can never seem to get a direct response from the Japanese.

4. The Trouble at Home

Mrs.Bailey cant even get everyday products like syrup, peanut butter or good quality
beef.
At specialty stores the item cost four times what it would in USA
Washers & Dryers were too small.
She had no one to talk to.
She could not even read the road signs
She could not explain what she wanted at stores,
Couldnt read menu at Restaurant

In terms of culture and diversity, the following factors are of great importance. They have to be
understood in great detail, must appreciate the dissimilarities and leverage them as opportunity
to build a culturally diverse team capable of achieving the project goals.

Universalism vs. Particularism

Fred seems to share the belief that rights of the organization prevail over rights of a specific friend.
In a predominant particularistic society like Japan, the rights of a friend i.e. employees is taken to
be more important than the rights of the larger community.

Individualism vs. Communitarism

Fred belongs to a highly individualistic culture where people are expected to make their own
decisions and to take care only of themselves and their close family whereas the Japanese
Communitarism societies are firmly integrated into groups which provide help and protection in
exchange for a strong sense of loyalty.

Specific vs. Diffuse

Fred seems to be very specific with whom to build contacts and less explicit of what he or she
expects from the work relationship.

Neutral vs. Affective

Fred was inadvertently neutral and reluctant to show what he felt while the Japanese being
affective prefer to show spontaneously how they feel and to act accordingly.

Achievement vs. Ascription

 Fred believes in achievement, a social status resulting from the individuals success in building up
a life of his / her own while the Japanese believed in ascription social status dependent on ones
descent, sex, age, or affluence.

Time Orientation Past, Present, Future

Japanese culture is rooted in past and bases its future on past events while Fred comes from a
culture oriented towards the future.

Internal Control vs. External Control

Fred has a predominantly mechanistic view of nature, people are seen as influencing the
environment and not vice versa. Whereas the Japanese believe in an organic view of nature,
meaning men / women are subjugated to natures dynamics & forces.

D. Solution

Japanese assignment is a big career jump for Fred that comes packaged with tremendous benefits
and a promotion as managing director of Tokyo operations. This is an incredible deal and Fred has to
make best use of this opportunity. Apart from the dissatisfaction from his wife and ongoing setbacks
at office, Fred had not lost the game totally. He still can turnaround the situation and can position
himself as a successful project manager as he proved before. So, in my opinion Fred should undertake
this challenge and work hard to resolve the pressing issues at office and at home. Since Fred left the
United States without much orientation or understanding of the Japanese culture, he had to face
difficult situations on an on-going basis. He felt helpless and thought he was interacting with people
from outer planet, could not openly communicate and understand their motives or thought
processes. All this happened due to lack of cultural awareness, work ethics, and too much indulgence
in task-orientation and not relationship building. When communication modes cross,
miscommunication, unintentional messages, misunderstanding and frustration often result.

Fred in order to salvage himself out of this mess must work hard and take time for looking at possible
differences and their consequences during the Start-up phase. Learning about cultural differences
takes place at several levels: at the organizational, project level and on a personal level.

Typical activities who will needed by Fred to overcome the problems are:
1. Develop consciousness of the roots of cultural differences, to assess their impact, and to build
structures, procedures and a working environment which promotes cultural synergy.
2. Developing an understanding of each others cultural perspectives,
3. Open up channels of communication, loosen control and solicit feedback from employees. Share
business values with Japanese clients of maintaining a peace and harmony rather than a candid
exchange of opinions, arguments or confrontation. It was for this reason that the client sent their
human resources head to develop that bonding initially.
4. Breakdown hierarchical management style and concentrate more on relationship building. Avoid
generalizations.
5. Finding out risks to avoid and opportunities to exploit, Jointly defining project goals and schedule,
6. Defining an organizational structure for the project that takes cultural differences into account.
7. Delegation of authority, responsibility and power is central for motivating and engaging project
teams.
8. Arrange for additional meetings two or three meetings to understand the honest opinion of the
other party. Agree up front on the rules of engagement and policies to do with managing mutual
expectations and managing changes.
9. Establish clearly defined roles and structure. Have social interactions with employees, better
understand their preferences and perceptions deviate from individual achievement and instead
recognize group effort. Make effective use of American employee who can understand and speak
fluent Japanese.
10. Fred was trying to implement task-driven project management style in relationship-oriented
cultures, since he was more concerned with schedules and results than creating time and
opportunity for building personal relationships with other project participants. He should
concentrate more on harmonious relationship building exercises.
11. Eliminate uncertainty from employee tasks and responsibilities. Japanese prefer uncertainty
avoidance.
12. Understand the different perceptions of fundamentals of project management, especially time.
Seek honest feedback about timelines and readiness before thrusting tasks on employees.
13. On the home front, he can hire some domestic help with sound English speaking skills who can
act as a language interpreter, has rich local knowledge of shopping for groceries cheaply; can
provide insight for outdoor activities and social events.
14. Hire a language expert as coach who can train both Fred and his wife on Japanese language skills,
customs and generally acceptable behavioral skills.