Cultural Awareness Plan: Japan Vehicle Co. Ltd

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Table of Contents

Communicative styles
Preferred leadership styles
Business ethics
Motivators
Potential conflicts
Cultural awareness goals
Current state
Challenges
Solutions
Reference List

Communicative styles

The communication styles used in many organizations may differ but most of them tend to be related. Every business organization such as the Japan vehicle co. Ltd, require a good method of communication between the employers and the employees. There should be a preferred chain of communicating such that the relevant information is relayed to the appropriate people in a business.

Information from the headquarters manager should first of all reach all the managers under him in different outstations of the company before reaching the mechanical workers of the company. Thus a descending chain of communication is preferred especially for multinational organizations (McShane & Von, (2005).

Preferred leadership styles

The most preferred leadership styles in business organizations include the participative leadership style. The leaders in different sections of an organization should have good interpersonal relationships even with the workers at the lowest level. In the Japan vehicle company for example, the managing director should be likable and caring to those who test the manufactured vehicles.

Another preferred leadership style is the ideological leadership. This will involve focusing on the important issues first. The tasks that have an immediate need should always be addressed first. It would be a waste for the Japan vehicle company to continue manufacturing more busses than cars while cars are on a higher demand.

The change oriented leadership style is also very important since it allows for changes in the business undertakings when need arises. This style incorporated with the ideological style usually work very well (Sims, 2002).

Business ethics

It was found that many businesses have different but almost same business ethics. The most preferred business ethics should include social responsibility whereby all the employees under the same rank are treated equally without any discrimination of color, race or even ethnic groups.

The business conduct was also a preferred business ethic. Businesses should perform the tasks within their capabilities to avoid delivering harmful services to customers. Integrity is also a preferred business ethic whereby, businesses should operate within the laid laws and rules (Sims, 2002).

Motivators

The most valued motivators to business organizations should be those that, after a short period of emulation bring about positive changes. In the vehicle company, the most valuable motivator is the business value.

Bearing in mind the value of the business and the impact that it has on the general public give all employees the zeal to improve on their work. The high demand and the good reputation of the company are also motivational factors which increases the performance of all workers (Deresky, 2008).

Potential conflicts

Almost all business organizations will at one time or another experience some conflicts. Considering that the Japan vehicles company, an international organization, the employees are from different nations although the high percentages are Japanese. Most of them have different cultural practices as well as religious beliefs.

This brings conflict between the employees as each seems not to bother about the others culture as well as religion. All employees seem to want a share in the premises provided by the company to some employees, a situation which brings conflict in the company. It was also found that the relationship between Japan and the United States was deteriorating.

This was because many Americans were employees of the company and the government was in fear that the United States would at one point try to overtake the business.

The height of bribery and corruption was also found to be on the rise. Some of the companys products seemed to disappear with some vehicles being sold without all records of any transaction having taken place. The few women workers were also raising alarm that their presence was not felt in the organization.

Cultural awareness goals

The entire organizations cultural goals were being aimed at providing information to all workers to treat on another with respect and concern, bearing in mind that everyone was equal to the other as per the organization.

Women were also being encouraged to participate in the many areas of work in the organization so as to reduce the blame on the company that women were not being appreciated. The cultural awareness goals of the company were also aimed at reducing all the conflicts that frequent arose in the company between the employers and the employees (Duetsch, 2002).

Current state

Through proper analysis of the companys documentation, it was possible to deduce from the information provided the current status of the employees in the company. Interviews and questionnaires also would work appropriate will trying to examine the cultural status of the employees.

Challenges

The major challenge experienced during the cultural awareness plan was insufficient information. Although much information was contained in documentation, most of it was general and not specific to the company. The response of employees always seems to be less involving with some of them being unwilling to give information about themselves.

Solutions

Sufficient and concrete information that does not affect the operations of business should be open to the general public. This will help to get comments about the business and ways that can be used to improve the business performance.

Employees should also be given proper training, not only in terms of their work, but also in terms of their relationships with each other. All businesses should also have a proper way of handling all the undertakings involved in a business. This will help reduce such things like, corruption and bribery as well as fear from the external competitors (Deresky, 2008).

Reference List

Deresky, H. (2008). International management: Managing across borders and cultures: text and cases. Upper Saddle River, NJ: Pearson Prentice Hall.

Duetsch, L. L. (2002). Industry studies. Armonk, NY: M.E. Sharpe.

McShane, S. L., & Von, G. M. A. (2005). Organizational behavior:emerging realities for the workplace revolution. Boston, Mass. McGraw-Hill/Irwin.

Sims, R. R. (2002). Teaching business ethics for effective learning. Westport, Conn: Quorum Books.

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