Intercultural Awareness in International Business Interactions

Unit learning outcomes
1. Demonstrate the following knowledge and understanding
• Identify culture specific preferences in international business context and develop appropriate rapport management strategies.

2.Demonstrate the following skills and abilities
• Demonstrate to cultural differences in impression management and ethical considerations in international management. 

There are two examples of intercultural incidents (small case studies); these are examples of different behavioural and communication problems. You are asked to apply your understanding of relevant theories, frameworks and ideas and propose solutions to demonstrate the extent of your intercultural awareness in different business interactions. All theories and frameworks should be referenced correctly using the Harvard system.

Choose Only one (OUT OF 1, 2,) to Discuss. Apply your understanding of relevant theories, frameworks and ideas and propose solutions to demonstrate the extent of your intercultural awareness in different business interactions.  

There are two examples of intercultural incidents (small case studies); these are examples of different behavioural and communication problems. You are asked to apply your understanding of relevant theories, frameworks and ideas and propose solutions to demonstrate the extent of your intercultural awareness in different business interactions. All theories and frameworks should be referenced correctly using the Harvard system.

Apply your understanding of relevant theories, frameworks and ideas and propose solutions to demonstrate the extent of your intercultural awareness in different business interactions. 

Case studies for S2:

Case 1:

Aware of the enormous interest the Japanese have in the game of golf, a U.S. sports equipment manufacturer decided to explore the possibilities of a joint venture with a Japanese firm. Three representatives from each firm met in San Francisco to work out the details of the proposed venture. After the six men were introduced to one another, they were seated at opposite sides of a large conference table. In an attempt to show the Japanese their sincerity for getting down to the task at hand, the Americans took off their jackets and rolled up their sleeves. Then one of the Americans said to his counterpart across the table, “Since we are going to be working together for the next several days, we better get to know each other. My name is Harry. What’s your name?” The joint venture never did take place.

• Where did the American representatives go wrong?
• How could you help the American representatives better understand this cross-cultural problem?
• Use intercultural theories to explain it and support your discussion.
• What would be your advice to the American representatives?

Case 2:

George Burges was a chief engineer for a machinery manufacturer based in St. Luise (USA). His company has recently signed a contract with one of its largest customers in Japan to upgrade the equipment and retrain mechanics to maintain the equipment more effectively. As part of the contract, the Japanese company sent all ten of their mechanics to St. Luise for a three-month retraining course under George’s supervision. Although George had never lived or worked abroad, he was looking forward to the challenge of working with the group of Japanese mechanics, for he had been told that they were all fluent in English and tireless workers. The first several weeks of the training went along quite smoothly, but soon George became increasingly annoyed with the constant demands they were making on his personal time. They would seek him out after the regularly scheduled sessions were over, for additional information. They sought his advice on how to occupy their leisure time. Several even asked him to help settle a disagreement that developed between them. Feeling frustrated by all these demands on his time, George told his Japanese trainee that he preferred not to mix business with pleasure. Within a matter of days, the group requested another instructor.

• Where did George go wrong?
• How could you help George better understand this cross-cultural problem?
• What intercultural theories can you use to support your discussion?
• What would be your advice to George?
What do I need to do to pass? (Threshold Expectations from UIF)

In order to pass Assessment 2 you will need to:
• Research and produce current data on international organisations to support your arguments.
• Examine the problems found in the cross-cultural management of joint ventures and mergers. 
• Compare and contrast the distinctive features of different management behaviour across two different cultures and draw on cultural frameworks in your analysis.