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TEAM Business Cards


									Joris Eeland
Matt Pruente
Regina Schraick
Haiyan (Helen) Yao


          Part I: Team
          Austrian Exchange       83
          Student at UC Irvine

Education: Business Administration and
           Business Education at the Vienna
           University of Economics and
           Business Administration

Work:     part time at Palace of Schönbrunn

Hobbies: Travelling, Movies
                                  Dominant Values

o Source of Values
   Confucianism
     o Masculinity dominate
   Shinto, Buddhism, and Taoism
o Japanese Business Values
   Wa (Harmony)
     o Indirect expressions of ‘No’
   Kao (Preservation of Face)
   Omoiyari (Empathy and Loyalty)
   Respect for Elders
EXPECTATION–for Foreign Business people

   o Gaijin (The Japanese View of Foreigner)
   o Networking for Profit
   o Deal with Japanese on the First Meeting
      Sending Delegations

      Arranging the Meeting

      Meeting the Company
   o Patience
                                  BUSINESS PRACTICES

 Rituals for Relationship          Hierarchy
  Building                           o Bowing
   o   After-work drinks             o Seniority
   o   Karaoke bars                  o Respective Roles
   o   Business cards
   o   Process more important
       than outcome

 Consensus Decision                Commitment
  Making                             o Market Dominance
   o Harmony                         o Long-term Strategic
   o Confucian aspect of ´Face´        Planning
         Reputation

 Communication style              Eye contact
  o Verbal:                         o Considered Impolite and
      Indirect Speech                Disrespectful
      No Direct Disagreement      Personal Space
      Silence                      o Highly Valued
  o Non-Verbal:                     o Prefer Distance Between
      Minimalist and Impassive       One Another
      Importance of               Strong Work Ethic
       Understanding True           o Strong Collectivistic Values
                                    o Karoshi
      Avoid pointing                    Death by Overwork
          Hofstede’s Cultural Dimensions

Country         PDI   IDV    MAS    UAI    LTO

Japan            54     46     95     92     80

Austria          11     55     79     70     NA

China            80     20     66     30    118

Netherlands      38     80     14     53     44

United States    40     91     62     46     29
                  Countries of Origin Vs. Japan

Values                           Business Practices
 Austria                         Austria
   o Lower power distance            o Similar Levels of Masculinity
 China                                   Unlike behavioral priorities
   o Share the same root          China
   o Tolerance is essential          o Mostly Similar
 Netherlands                             Respect “face” and patience
   o Dutch society is more                Create “guanxi”
     feminine                     Netherlands
 United States                      o More Equality
   o Greater importance on             Race, gender, origin, etc.
     individualism and equality  United States
   o More informality              o Utilization of Resources
                                   o Less Long-term Planning
                  Countries of Origin Vs. Japan

Behaviours                  Expectations
 Austria                    Austria
   o Eye contact               o Similar long-term relations
   o Increased closeness       o Formal etiquette
 China                      China
   o Similar                   o State-owned companies
       Indirect speech            Hierarchy and Long Term
       Implicit actions       o Chinese private sector
 Netherlands                      Similar to Western Business
   o Directness of speech           Culture
 United States              Netherlands
   o Directness                o Dutch do not alter signed deals
   o Privacy and space       United States
                               o Privacy, Liberty, and Timeliness
                           Verifying of Information

 Dominant Values                 Business Practices
  o Handling of religion leads      o Progress is very
    to open-mindness                  important
  o New influences through          o Western greeting
    Western countries                 standards (handshake)

 Expectations                    Behavior
  o Long-term view essential        o Foreigners must read
      Establish relationships        between lines
  o Foreigners expected to try      o High commitment to
    to understand culture             company by employees
   Training guide for AN EXPATRIATE in Japan

            Do’s                              Don’ts
 Try to understand the          Do not rush things
  Japanese Culture                 o Take things slowly in the
 Be Natural                         beginning
   o Do not adjust too much        o Understanding the real causes of
 Listen Carefully
                                 Joke if Unsure of Reaction
   o Read between the lines
                                 Stare at Someone
 Establish Relationships
  Before Negotiations            Assume Understanding
 Maintain Harmony               Bow or Say "san" After Name
   o Be decent and care about      o Western standards are common
     others                      Be Afraid of Silences
 Be Prepared for Meetings
                                           Team PROCESS

 Overall a very smooth process
   o All team members were actively involved
       Even with seemingly low commitment obligations due to the
   o Good teamwork
       Able to trust one another’s research and have an informed
        discussion of the findings
   o Team members delivered as promised
 Accomplishing the Task
   o Part II was the point of breakthrough for increased
       Able to exchange content and ideas and put topics in their
        respective locations within the presentation
   o Parts done in succession
       Built upon one another, which strengthened previous slides
                                            Team PROCESS

 Points of Difficulties
   o Time differences
        Establishing a meeting time
   o Internet difficulties
   o Establishing a common understanding
 Means of resolving communication problems
   o Team members were flexibly
   o Constant e-mail communication
        Discussed major points and not just findings
   o Ensured a common understanding before any delegation of
        Discussed each topic in length

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