Cross-Cultural Communication Problems in Expatriation- an American Working in Japan
Cross-cultural communication problems in "Expatriation: An American Working in Japan" case. I decided to choose this topic because in the modern world, where globalization takes over the economy, the cross-cultural communication is becoming increasingly important subject to address for organizations and especially for its Human Resource Management. Whether it is a multinational company with subsidiaries all over the world, or a manufacturing company with distribution network across continents, or just a wholesale company expanding to new markets, all of them may encounter cross-cultural difference problems among employees, with clients, with superiors, etc. The goal of this essay is to study the cross-cultural problems that arose between expatriate (Bob), his boss (at the headquarters) and local employees, in the face of Mr. Hayashi, his direct Japanese superior, analyze these problems and provide suggestions on how to manage them within the organization. In order to analyze the cross-cultural situation that happened in a Japanese subsidiary of a US based company, I will try to apply the cultural dimensions concept offered by Geert Hofstede, which identifies the areas that affect cultures. This model will help to explain what caused problems in communication between Bob, Mr. Hayashi, and Bob 's American boss, particularly the problems that may arise between expatriates and local employees. Mr. Hofstede analyzed the ways in which cultures are similar or differ one from another and presented a model of Five Dimensions of Culture. This model tries to identify the areas where cultural differences may cause problems for global organizations. These five dimensions are:
Power Distance
"is the extent to which the less powerful members of organizations and institutions accept and expect that power is distributed unequally"(1). People in power tolerant cultures accept more easily the gap in power distribution and respect that inequality. In high
Power Distance
"is the extent to which the less powerful members of organizations and institutions accept and expect that power is distributed unequally"(1). People in power tolerant cultures accept more easily the gap in power distribution and respect that inequality. In high