Fred Bailey - an Innocent Abroad - Essay Example

? Running Head: Fred Bailey an Innocent Abroad Fred Bailey an Innocent Abroad Fred Bailey an Innocent Abroad Introduction This is a definitive case that is primarily faced by international project managers who work with culturally diverse teams with whom they share no parallels (Dowling et al, 2009). This case clearly spells out that a global project manager must acquire an ability to converse, ease, discuss, plan, budget, consolidate, influence, accomplish, measure, monitor contemplate laterally and make choices, which are predominately societal doings before volunteering out on a project. So before venturing out on any project, a global project manager must do a complete examination of communal, fiscal, governmental, traditional and technical factors so that he is better equipped to alleviate trials posed with global projects (Varner, 2011). Analysis A cautious scrutiny of this case discloses a unsophisticated lack of cross-cultural knowledge, Personality stereotyping, miscommunication and poor decision making ability (Cheerla, 2010). Fred does not reveal a high level of cultural awareness enough to identify some of the noticeable cultural challenges, which were steady in showing the greatest gaps. Fred, the project manager culture is evidently different from that of Japan. This is key to a company overall performance because it encompasses the four cultural dimensions, which are, emotion, time, power and thinking. Problems encountered by Fred during his meeting with subordinates denote communication problems (Deresky, 2000). Having laid down his plans for future direction of the company office, he did not receive the desired response from his Japanese colleagues. United States is vastly individual oriented (Briscoe et al, 2012). People are anticipated to make decisions, and those decisions are expected to be in the best interest of the individual and his or her close family. In contrast, Japan is a community oriented; community and/or group interests take preference over the privileges of individuals. This contributed to miscommunication problems between Fred and his new colleagues. First, during the staff first meeting, he asked people for their individual opinions on how to improve things, and second, when he asked Tashiro, “what he thought” about the significant task being assigned to him. In both situations, they were reluctant to answer and, when they did answer, they gave vague explanations. To achieve success, Fred would have invited the group as a whole to discuss ideas and come up with a unified group vision. Personality stereotyping was contributed by Fred lack of cross-cultural knowledge (Nkomo et al, 2010). Establishment of heartfelt relations with coworkers is necessary for Japanese. Employees intermingle with each other informally outside of the office and these relationships are taken into description when making professional decisions. Fred had to maintain authority, yet create a relationship that would unite all staff. On his arrival, he relaxed for two days at home then headed straight to work where he clearly assumed authority. He did not take time to know about his colleagues outside the company environment. Thus, when he assigned the project to an individual and encouraged him that he was worthy of the task required, that was stereotyping from him. He approached the employees in an impersonal style and expected them to be engaged because the company anticipated it. Lack of cross-cultural knowledge was the basis for poor decisions Fred made (Stroh, 2005). Relying on his American culture, he immediately lays down his proposal to the prospective Japanese client and he expects him to respond immediately. Fred was actually was not aware of the importance of personal relationship in business dealings in Japan during his strategizing and staff meeting. In Japan, comfort during business meetings is essential for success. Lack of basic knowledge of Japanese business environment; lead Fred to make poor decisions even before he arrived in Japan. For instance, his realization that his income will almost be triple of what he currently earned annually, he made the decision to take up the new job offer. His wife Jennifer complains of higher prices and poor quality of goods. This was the main cause of his frustrations. Applicable Theories Theory X on human resource management argues that people are generally lazy and need to be continuously encouraged, motivated and controlled to perform their tasks efficiently and effectively (McAfee, 2004). According to this theory, managers think that people or subordinates are not smart or good enough and that they need to constantly assured and encouraged in order for them to achieve success. This clearly depicts Fred behavior. When Tashiro seemed reluctant about the task ahead of him, he encouraged him by telling him that he was worthy and he will complete the task well. It is evident from Fred statement that he regarded his subordinates to be not smart enough. This also explains his autocratic, result driven behavior with a focus on completion of the task. He lacked tolerance, for instance he did not wait to get an answer regarding why Tashiro did not say in advance he will not be able to complete the assignment within the speculated time and they are all left without answers. His lack of understanding of the gestures made by the Japanese staff at the first meeting depicts him as a poor listener as suggested by this theory. The contradicting theory Y suggests that managers have notions that there employees like to work and motivate themselves (McAfee, 2004). This theory denotes managers as not being result oriented only, but also helping subordinates in achieving the results. This clearly relates to Japanese business context, where decisions are made as a group. This way, managers will be helping the subordinates achieve the results. Theory Y managers do not distance themselves from other employees, and they participate actively in building a cohesive team. Japanese business environment and practices are in agreement with this theory. Solution to Fred Problem It is evident from the case that lack of cultural awareness was the foundation of Fred frustrations. What Fred is going through is a cultural adjustment process. Human Resource department of Kline and Associates firm has failed significantly for failure to address the anticipated problems and prepare Fred on both his new business and personal life. Fred failed on his part; he would have conducted research of the Japanese business culture for his own understanding. To correct this situation, Fred needs to do the following (Briscoe et al, 2012): Educate himself on all aspects of Japanese culture. He should respect the cultural differences, so that he can build a system and a working atmosphere that promote the cultural diversity. He should break his management style and focus on building relationships for effective group decision making. In formulating strategies and setting goals, he should involve his team, this way they will know that he is aware of their culture. He should look for a language specialist who will train both him and his wife on Japanese language, traditions and behaviors. By doing this, his wife will stop pressurizing him from going back home. During business meetings, he should create proper channels of communication, to ensure clients are comfortable. This will ensure harmony and establishment of personal relationships which will aid to successful business relationships. Conclusion By implementing the above, he will improve his communication skills, break culture diversity, bring an end his stereotyping nature and aid his decision making capability within the Japanese context. In other words, Fred should change his management style from theory X to Y. By doing so, he will be in harmony not only with his employees, but also with himself for he will be making informed decisions. References Dowling, P.J., Festing M., & Engle Sr.,A.D, (2009). ‘International Human Resource Management: Managing People in a Multinational Context (5thed.) Mason’. OH. South-Western Cengage Learning Varner, L. & Beamer, L, (2011).‘Intercultural Communication in the Global Workplace (5thed.)’. McGraw-Hill Cheerla, A, (2010). IPM case study- “ Fred bailey in Japan, an innocent abroad”. Retrieved November 29, 2011 from http://www.managedecisons.com/blog/?p=361 Deresky Helen, (2000). ‘International Management: Managing Across Borders and cultures’. Prentice Hall Briscoe D., Randall Schuller, IbraizTarique, (2012). ‘International Human Resource Management, 4E’. CRC Press Nkomo M. S., Myron D Fottler, Bruce McAfee, (2010) ‘Human Resource Management Applications: Cases, Exercises, Incidents, and Skill Builders’. Cengage Learning. Stroh K. L, (2005). ‘International Assignments: An Intergration of Strategy, Research and Practice’. Routledge. McAfee, F. N, (2004) ‘Im-App in HrMgmnt Case, Exer’.Thomson South-Western. Black. J. S Hal B. Gregersen, (1998). ‘So You Are Going Overseas: A Handbook for Personal and Professional Success Global’ Business Publishers. Read More