Shauna is American and has certain values and ideas about work. Shauna is driven by the fact, that results and accomplishments are rewarded in the United States… Shauna feels without achieving a great result, this could be perceived as responsibilities not being met, this in turn could reflect poorly upon Shauna as supervisor. Americans take work very serious and have little patience for wasting time. The fact that the Thai workers were initially welcomed Shauna with an upbeat and polite attitude are a direct reflection of Thai values. Thai people by nature are a non-confrontational group and would be welcoming to Shauna regardless of inter personal feelings. The two opposing views of culture and values will undoubtedly present some challenges
Antwone serves as a Petty Officer in the United States Navy. He is single and heterosexual, with no children. Antwone was referred to the U.S. Navy Pacific Fleet Medical Center for psychiatric evaluation, after pleading guilty to assault on a superior, non-commissioned officer. As a result of his physical aggression, he was demoted from ships serviceman Petty Officer, third class, to ships serviceman Seaman. Antwone has a history of physical aggression and poor impulse control. Antwone was referred for three sessions of psychiatry service for assessment of physical aggression, anger management, and supportive treatment. At the end of treatment, a recommendation by Dr. Davenport will be submitted to Antwone’s commanding officer, for the purpose of determining reinstatement to active duty. Antwone sees no need for evaluation and states that the cause of physical assault was a result of racial remarks by the victim. Antwone’s attitude towards fighting is stated in his words, “It’s the only way some people learn.”
In conclusion to my case study on Zeena Frome, I’m diagnosing her with the medical disorder, Hypochondria. She has shown many signs of this medical condition like her continuous consumption of medication, excessive doctor’s visits, and her continuous pains and discomfort. I believe that the best way for Zeena to treat this illness would be to follow the recommendations above of getting a therapist, along with trying to break the ongoing cycle she has put herself in. By following this, she should be able to start seeing some improvement overtime. Although she may not make a full recovery, this will certainly help her a great
Karle situation is very common among low income family were both parents are working outside of home. Also in a community that does not have playground that a lot of children spend more time indoor watching movie and more at risk for exposure to lead and mod. Beside open the gym longer and on close day for the community to increase Karla physical activity, there should be an outdoor event allow her family or the community to participant. This is not just bringing her closer to her parents it’s also help bring the whole community together. In this sort of events does not bring only entertainment, but information about health and information about variety of program like
Chung has been operating under what he feels are the established norms for his culture. Ted's relationship with the Taiwanese client exhibits the Chinese management principles of paternalism, particularism, and insecurity. The patron-client relationship is based in a sense of mutual obligation, where the client is expected to defer to Ted's expertise and Ted is expected to trade the account responsibly. (Moorhouse, 2005) Ted also used social networking to establish himself in the community which is expected in the Chinese culture. By attending events Ted increases his “visibility and prestige” which contributes to the face that is needed to be considered a trustworthy business partner in the Chinese community. (Moorhouse, 2005) Karen had trouble understanding these differences in culture which is the root of the problem in this case. As stated in the case study Ted was in his early forties were stable and responsible. Karen admitted that she didn’t really know the whole person (referring to Ted) but wrote it off to the fact that he was Asian and she was not. Karen would not be described as someone with much “Cultural Intelligence” defined by the text as “the ability to accurately interpret ambiguous cross-cultural situations” (Robert Kreitner, 2008) Figure 4-2 in the text defines the differences between Low and High-Context cultures with China being a very High-Context culture and North American countries being Low-Context. Below list the traits of each type culture:
Hofstede, G. (1980). Culture's Consequences: International Differences in Work-Related Values. Beverly Hills, CA: Sage Publications.
In past experience, through travels outside of the country for business relations it was discovered very early on that most cultures will respect fairness and tolerance, but each to a different degree. American women in managerial positions have had to struggle to find ways to be effective in cultures where their authority and credibility are not traditionally the norm. Perhaps it was the value of fairness that clashed with tolerance or respect for diversity on this particular business trip to Japan over 10 years ago. However, even if there was an underlying agreement on such values, in this particular scenario these values were prioritized differently among the two different cultures and might have been expressed different for that reason.
Over the past 50 years, employers have seen a vast shift in the demographic of their employee's. Where once specific jobs were held by a specific type and group of people, today, at that same job, anyone from any ethnic background or gender could be expected to perform the tasks assigned. This shift has caused a significant and beneficial change in the way managers are expected to handle themselves and their charges within today’s working environment. Recognizing the ever evolving social norms while maintaining a balance of unbiased professionalism has become the primary challenge faced by today’s supervisor. Where once we expected organization and task management to be top priorities, today’s workplace leaders must be held to an equally high expectation of social acceptance while maintaining an unbiased supposition of responsibility. A sharp juxtaposition between empathy (for the personal needs of the individual) and responsibility (for the business needs of the company). Finding individuals that can accomplish this is an integral part of the hiring process. Unfortunately this is a task less easily performed.
Problem Analysis and Social Identity Theory. The employees had strong identity with the hotel and enjoyed status of being associated with the hotel. Value Congruence and Differing values in the work place (bureaucratic and administrative vs. creative and empowerment). Becker was not trained on the cultural differences and values, and his values were not congruent with the employees ' values. Power distance, Thai employees took direction from management and carried out management requests - empowerment counter-acted the high power-distance. Behavior Modification and Outcome Valences. Previously, employees realized that there were consequences to
Thomas, D. C., and Ravlin, E. C.,1995. Responses of employees to cultural adaptation by a foreign manager. Journal of Applied Psychology, 80(1),pp.133–146.
This case is a good example of mistrust, the reason why one group of people has come to not trust another group of people. While being a native of Virgin Gorda Island and working for the West Indies Yacht Club Resort, many natives see expatriate workers come and go. Some of the workers are managers, yet most of them are just temporary workers during the high peak seasons like late December through early July. During the times of working together the employees would become friends, and then the expatriate workers would travel back home after the peak season to never return leaving the natives in mistrust of the expatriates. Besides two totally different cultures not trusting each other, this would cause problems and turmoil to an already troubled West Indies Yacht Club Resort.
According to Robbins, DeCenzo, and Coulter (2011) “motivation is the process by which a person’s efforts are energized, directed, and sustained toward attaining a goal” (p. 267). Organizations are always looking for new ways to motivate employees. In a global economy it is important to understand that cultural differences can impact how an organization can motivate its employees. Geert Hofstede (as cited in Sledge, Miles, & Coppage, 2008) believed there are five dimensions of culture. These five dimensions are power distance, individualism versus collectivism, uncertainty avoidance, masculinity versus femininity, and Confucian dynamism (p. 1670). This paper will discuss each dimension of culture and how they could effect employee motivation.
One of the most dominant value systems in Thailand regarding cultures and social norm is the flexibility in each individual’s character. Flexibility here refers to the act of being flexible with surroundings such as time, rules, and human relationship. The reason for choosing this topic is because the culture of being flexible in Thai society is so strong and distinct that it becomes fascinating once compared to the western countries or even the countries within Asia itself such as Japan, China, and Korea etc. The cultural background of each country is different with its own distinctive social norm, religion, or ideas. Being in a different environment could help to see Thailand in a different perspective, allowing people to question, compare, analyze, and seek the solution for that value system if it is in some way, problematic.
... are 9,258 non-Hong Kong companies on register in Hong Kong. It is common for these companies to hire people from different nations, in order to get contact with more markets. The figures provided by the Steering Committee on Population Policy showed that within the labour force of Hong Kong, there are only 2.5% of professionals hired from overseas (86,781 workers)(until 2012), and surely there are still many local labours that carry a different culture. Hong Kong as an international city, it is common to have different races and cultures. Therefore, a lot of corporations in Hong Kong contain workers from different races and cultures. In order to help the working efficiency through avoiding most of the conflicts cause by cultural misunderstanding, it is better to study the apologies in an international business, including the preferred ways in most of the cultures.
My supervisor was a Vietnamese and 90% of the employees were Vietnamese; consequently, the co-workers were discourteous and did not train how to use the machines to perform the work. The supervisor and the team leader were very authoritarian to minorities, such as female, male, Filipino, Mexican–Americans or other minorities. He made minorities work in eight hours shift, the work of three employees, and never praise or give any reward my co-workers except one, the daughter of a manager. It was a very demotivating workplace environment that minorities always looked for other jobs with better workplace environment with better supervisor or management skills. The supervisor instead of motivating the employees with “praises or with incentives”, he yelled at them in front of everybody (Aamodt, 339). Nobody could tell him that we could not finish the job because he would yell saying “YOU ARE INEFICIENT, I want this done now”. He got called to the HR office, but even the HR director did not do anything to solve this issues; consequently, employees got discouraged and find other jobs. I learned to work under stress in the workplace and to have a better self-esteem by not letting myself believe what he used to yelled at everybody. It will be beneficial for employees to take the “Self – Esteem workshop in which employees get the insights into their strengths”, so their self-esteem can be
But “despite any advance preparation, you may still find yourself in situations where you simply do not know how to act” and in turn what you should discover is to “follow the lead of your foreign counterparts” to better understand the small nuances and traditions of the culture in which you are immersed (Lindegren). With culture shock of any kind, it is seen that when being in a new work environment, and especially as a manager, you want to be respected and seen as a leader. If a new manager abroad is