Analysis Of An Ethical Dilemma
Analysis of an Ethical Dilemma
There are several key players involved in the Japanese culture dilemma. The first major player is Ryan McNamara who has been called into the office by his manager, Natalie Berman of Pryor Sterling Inc. She informs him of a “crucial project with ties to three of the firm’s major international accounts” in Tokyo (Nelson & Quick, p.66). Natalie provides Ryan with information “on the specifics of the project and timetable for completion” (p. 66). The other key players at the Japanese firm include Kaito Ami, a mid-level supervisor, manager Anan Cho, and Kase Hisa, the most senior member who are all working with Ryan on the project (p.66). Lastly, Darcy Jenkins, the COO of Pryor Sterling plays an important role in this ethical dilemma.
The ethical dilemma derives from the lack of knowledge of the Japanese culture. According to the book,” one of the keys for any company competing in the global marketplace is to understand diverse cultures” (p. 40). Ryan was given information on the project however he did not specifically research any additional information about the Japanese culture. Ryan thought he was allowing other men to sit at the head of the table in actuality he was offending the senior member by allowing him to sit closest to the door which was a clear insult in Japanese culture (p.66). “Understanding cultural differences becomes especially important for companies considering opening foreign offices because workplace customs can vary widely from one country to another” (p. 44).
The values that are in conflict are based on the Japanese culture. Ryan arrived in Tokyo and could not give directions because the of the language barrier. According to the book, “learning a different language is part” of understanding cultural differences (p. 44). The cultural relativism encourages individuals to operate under the old adage saying, “When in Rome, do as the Romans do” (p. 54). Since Ryan did not research the Japanese culture and
There are several key players involved in the Japanese culture dilemma. The first major player is Ryan McNamara who has been called into the office by his manager, Natalie Berman of Pryor Sterling Inc. She informs him of a “crucial project with ties to three of the firm’s major international accounts” in Tokyo (Nelson & Quick, p.66). Natalie provides Ryan with information “on the specifics of the project and timetable for completion” (p. 66). The other key players at the Japanese firm include Kaito Ami, a mid-level supervisor, manager Anan Cho, and Kase Hisa, the most senior member who are all working with Ryan on the project (p.66). Lastly, Darcy Jenkins, the COO of Pryor Sterling plays an important role in this ethical dilemma.
The ethical dilemma derives from the lack of knowledge of the Japanese culture. According to the book,” one of the keys for any company competing in the global marketplace is to understand diverse cultures” (p. 40). Ryan was given information on the project however he did not specifically research any additional information about the Japanese culture. Ryan thought he was allowing other men to sit at the head of the table in actuality he was offending the senior member by allowing him to sit closest to the door which was a clear insult in Japanese culture (p.66). “Understanding cultural differences becomes especially important for companies considering opening foreign offices because workplace customs can vary widely from one country to another” (p. 44).
The values that are in conflict are based on the Japanese culture. Ryan arrived in Tokyo and could not give directions because the of the language barrier. According to the book, “learning a different language is part” of understanding cultural differences (p. 44). The cultural relativism encourages individuals to operate under the old adage saying, “When in Rome, do as the Romans do” (p. 54). Since Ryan did not research the Japanese culture and