Analysis of cross cultural management case study "Japanese Companies in Germany"

Answer each of the five questions, worth 10 marks each. The word limit suggestion is 300 words for each question

Q1. (300 words answer) In the case study, institutional contrasts are seen as less fundamental and moreamenable to adjustments that allow for common ground, than deep-rooted societal values and customs. Writers such as Needle D, 2004 (see page 39 of the CCMgt textbook), see a further difference between "organizational culture" and "corporate culture".

How are these differences explained in the case study?

You can refer to the Hofstede Centre 5-D Model to give some information on how Japanese and German cultural backgrounds are different.

Q2. (300 words answer) The case study refers to a number of social and cultural barriers between Japanese and Germans, some of which have put in place quite deliberately.

What are these barriers? How do they benefit Japanese expatriates and what problems do these create in the minds of some Germans.

Q3. (300 words answer) English is described in the case study as a problem, both culturally and as a means of communication.

What are the reasons given in the case study, that English is seen as the language of the workplace, for Japanese firms operating in Germany?

How is the use of English seen as leading to communication problems for some Japanese managers in Germany?

Q4. (300 words answer) The case study refers at some length to the differences in "politeness" between Japanese and German managers.

Is this seen as a cultural difference by Hofstede? (Refer to Hofstede Centre 5-D Model to get some ideas).

Q5. (300 words answer)Not all problems in a workplace can be described as "cultural".

In the case study, despite the obvious "culture gap" and the problems which this creates, the companies studied seemed to be successful.

What are non-cultural reasons for this, as identified in the case study.