Analysis of Case Study On Japanese Companies in Germany

The case study contrasts and compares cultural and traditional orientations of five organizations that are Japanese but based in Germany. These include Mitsubishi Corporation, Associations of German Employers, Daimler Benz, and the Japanese Chamber of Commerce (Rodrigues, 2009). The employees and functioning bodies in the organizations usually have cultural conflicts arising from language difference. Essentially, workers are interact with who originate from different countries with varying interpersonal communicative styles, traditions, and rituals thus it is not surprising that differences arise now and then. Understanding the three types of culture can resolve prevent some of the conflicts among humans.

The three cultures are evoked, epidemiological, and metaculture. Evoked culture is essential in understanding the case study as it marks out how individuals associate in a given ecological condition. Many variables such as the way resources are distributed and the way circumstances change daily for the inhabitants exist in an ecological state. On the contrary, metaculture refers to what makes species different from one another. Epidemiological culture leads to cultural differences, which cause divisions in firms. The workers mentioned that he main causes of conflicts among them are language as a significant barrier to communication and racial discrimination. The right-wing groups in Germany were also a threat. Notably, the organizational failures are not a result of intellectual mismatch and not necessarily language or lifestyle. Therefore, culture is a globalized context and a dynamic process hence fundamental in business management.

Analysis of Case Study Two: Graphic Design, Ongoing Cultural Clash

            The case study is about a Danish enterprise. The organization has little experience and does not embrace intercultural strategies at the management level. The graphic designer of the corporation saw a lot of potential in Japan because of the many prospective customers (Peterson & Søndergaard, 2009). He realized that to succeed in the country, the organization needed to build an excellent relationship with the Japanese since they value a good customer relationship. The graphic designer, who is Danish, establishes a connection with a Japanese manager in charge of another organization to place the firm in a position to succeed. Nevertheless, there is a significant difference in the management of the two companies.

The Danish designer has been winning all discussions because of the passion for protecting the brand of his company. However, he does not focus on the group goals and is only moved by the desire to generate more revenue. Therefore, he offends the Japanese employees who are emotional and fear rejection. Regardless of the increased sales from both organizations, the parties are likely to have problems because of the cross-cultural differences. It is imperative for the two parties to figure out how to accommodate each other’s cultures to have a good business relationship.

Benefits of Cross-Cultural Management in Business

The first benefit is that cross-cultural management builds personal bonds. When personal connections are established, conflicts reduce because people create friendship to fit the different setups of the business environment.  The second advantage is that the concept resolves conflicts. In case of tensions in an organization, the knowledge of differences in culture may help parties understand each other. Thirdly, proper cross-cultural management enables businesses to merge despite the challenge of cultural integration because of the distinct cultures of firms.

 

Conclusion

From the two case studies, I have observed that cross-cultural management is about managing teams while considering their cultural differences that may trigger conflicts to avert them or resolve them quickly. Businesses have to learn to adapt to different approaches to cross-cultural management to compete in the market. I have learned that culture could be turned into a resource and used for the benefit of the organization rather than a source of difference and antagonism.

References

Peterson, M. F., & Søndergaard, M. (2009). Foundations of cross-cultural management: A case                study on graphic design. Thousand Oaks, CA: Sage Publications.

Rodrigues, C. (2009). International management: A case study on Japanese companies in                          Germany. Los Angeles: Sage Publications.