The Difference between Japanese Managers and American Managers - Coursework Example

1. 1. The difference between Japanese managers and American managers in approach to conflict resolution

Japanese managers have a tendency of analyzing issues from a long-term point of view and hence consider broad company vision and strategy. They further circumvent contingencies and engage in decision-making automated by normal operating processes (Campbell-Hunt et al., 2009).  Alongside this, informal approaches are used in making decisions, later manifested in unplanned meetings.

On the other hand, American managers are quick in decision making especially resolution or rapid return on investment. Unlike Japanese managers, American managers use spontaneous decision-making after collecting and analyzing information to solve problems. American managers use both participative and authoritative behavior in making decisions.

Japanese managers depend on collective tactics in decision-making while American managers rely on ways achieved by individuals. Moreover, American managers use informal techniques in negotiating as they are irritated by problems and embrace rapid meetings while the Japanese managers adopt formal kinds of meetings i.e. they explain the problem at hand in an indirect approach.

2. Why do Japanese managers consider American managers impatient

 Japanese managers consider American managers impatient because there are numerous business decision-making processes and social structure differences in America and in Japan. Normally, negotiations expected to take a long duration take quick decisions in America, as they are averse to time wasting. Japanese may spend adequate time when clearing plans of all aspects while American managers disrespect the necessity for coherence.

3. 3. I would like to consider the following factors to increase the amount of cooperation between the two parties:

• Calling for a dialogue to iron out their differences and provide them with consultations and other necessary advice.
• Ensure that there is a clear mode of communication between the parties.
• Call for active participation of parties and give them adequate time to prepare in advance for the agenda of the meeting.
• Hold frequent workshops with all the managers.
• Use the preferred methods and tools of communication in delivering the necessary information to the addressed parties.
• Respect members’ opinions in the meeting and agree on an all-encompassing policymaking technique.

4. The reasons why the Japanese did not respond to the e-mails and written messages from the Americans are:

• Japanese agreed that they could not hold the meeting, as they believe brainstorming is guessing municipally and is consequently reckless.
• When the Japanese learned what Americans talked about in meetings, they comprehended that they were misconstrued in transformed themes, which make them feel they are inferior and they really abhor that.
• Americans use written communication such as emails while the Japanese on the other hand do not like e-mails and memos. Japanese were, therefore, unenthusiastic to reply to the messages written by the American managers. They feel they are idlers and do not mind how other people would react to them whatsoever and so they send too many e-mails and memos.
• In the emails, the Americans had overlooked vital cultural aspects that the Japanese consider to be of utter significance hence Japanese felt belittled and subsequently snubbed the messages.

Assignment 2

1). Important losses result from diminished cultural diversity or even complete cultural homogeneity

Diminished cultural diversity leads to loss of one’s identity: the loss of identity results in emotional disturbance as one is not contented with the community and/or religion to which they belong.  This causes a threat to the safety of the people as they live in fear of attacks and no one to depend upon for fortification from peripheral attacks.

Loss in cultural diversity leads to unethical values practiced by some individuals leading to immorality courtesy of embracing other people’s cultural values and practices that are termed as taboos to diversified communities and religions.

Cultural diversity leads to a detrimental loss of communal knowledge and experience that would otherwise have been retained if culture was to be adhered to.

2). It is substantial that perhaps a complete loss of cultural diversity is inevitable bearing in mind that there is advancement in transport and communication technologies, and global interactions. For instance, communication between different individuals whether at workplaces, learning institutions or ceremonies is of great significance. They, therefore, need to learn a national or an international language for effective indulgence among them. Consequently, this leads to the erosion of indigenous languages among people.

Traveling from one place to another leads to the adaptation of other people's cultures by the person interested and in turn outwash their own culture. The unprecedented cultural change adversely affects one’s own cultural values and beliefs.  

The advancement of social media has tremendously eroded the culture of many people as they interact through the internet, watch irrelevant staff, and do other trifling things that are uncalled for by society.

3). The early indicators of potential problems in cross-cultural joint ventures include:

Cultural differences: the differences occur in organizations and countries. This changes the operations of the global business environment. It also changes their influence and agents on joint ventures.  

Alliance network diversity: the analysis of data shows that multinational enterprises with diverse networks alliance experience the low economic performance as compared with those with less diverse alliance networks hence an early indicator of problems.