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63
9. We can infer that Nancy Ahlrichs's perfectionist manager at
the newspaper:
a) thought that Nancy was trying to steal his job;
b) was only teasing Nancy with his questions;
c) was not able to relax and trust employees who had proven
themselves;
d) wanted Nancy to quit her job.
10. The author suggests that most employees with bad bosses:
a) should quit their jobs;
b) are better off learning to cope with the bad boss than quitting;
c) deserve the bad treatment they receive;
d) would prefer to work for a perfectionist boss than a jellyfish boss.
TEXT 6
John Condon
A New York bookdealer said he had never seen anything like the
surge of interest American readers have recently shown for books on
Japanese management… Many have argued that Americans have much
to learn form the Japanese, while others have raised acubts about trans-
ferring methods from one culture to another. In this writer’s opinion, the
most remarkable fact about the Japan boom in the U.S. is that for the
first time Americans have considered the possibility of learning from
another culture in areas where Americans had thought they excelled. In
that regard Japan deserves special credit, for this might lead to a greater
openness and curiosity and learning across other cultural boundaries
that rarely occur in the U.S.
1. Why do you think Americans have recently become fasci-
nated by Japan?
2. Why does the author feel that this interest is positive? Do
you agree?
A. Japanese Style in Decision-Making
1. To talk about problem-solving or decision-making within a na-
tional environment means examining many complex cultural forces. It
means trying to measure the impact of these forces on contemporary
life, and also coming to grips with changes now taking place.
64
2. It also means using dangerous comparisons – and the need to
translate certain fundamental concepts which resist translation and com-
parisons.
3. For example, the concept of vocational or professional identity
differs markedly between the United States and Japan.
4. In the West, the emphasis is on what a man, or woman does for
a living. Here in the U.S., if you ask children what their fathers do, they
will say “My daddy drives a truck” or “My daddy is a stock broker” or
“My daddy is an engineer”.
5. But in Japan, the child will tell you “My daddy works for Mit-
subishi” or “My daddy works for Nomura Securities” or for “Hitachi”.
But you will have no idea whether the father is president of Hitachi or a
chauffeur at Hitachi.
6. In Japan, the most important thing is what organization you
work for. This becomes very significant when you try to analyze the
direction-taking or decision- making process. At the least, it explains
the greater job stability in Japan, in contrast to the great job mobility in
America.
7. While we differ in many ways, such differences are neither su-
perior nor inferior to each other. A particular pattern of management
behavior develops from a complexity of unique cultural factors – and
will only work within a given culture.
8. Let me try to describe three or four characteristics of the Japa-
nese environment that in some way affect decision-making or direction-
taking and problem-solving. These characteristics are interrelated.
9. First, in any approach to a problem and in any negotiations in
Japan, there is the “you to you” approach, as distinguished from the
Western “I to you” approach.
10. The difference is this: in “I to you”, both sides present their
arguments forthrightly from their own point of view – they state what
they want and what they expect to get. Thus, a confrontation situation is
set up, and Westerners are very adroit in dealing with this.
11. The “you to you” approach practiced in Japan is based on
each side – automatically and often unconsciously – trying to under-
stand the other person’s point of view, and for the purpose of the dis-
cussion actually declaring this understanding. Thus, the direction of the
meeting is a mutual attempt at minimizing confrontation and achieving
harmony.
9. We can infer that Nancy Ahlrichs's perfectionist manager at 2. It also means using dangerous comparisons – and the need to the newspaper: translate certain fundamental concepts which resist translation and com- a) thought that Nancy was trying to steal his job; parisons. b) was only teasing Nancy with his questions; 3. For example, the concept of vocational or professional identity c) was not able to relax and trust employees who had proven differs markedly between the United States and Japan. themselves; 4. In the West, the emphasis is on what a man, or woman does for d) wanted Nancy to quit her job. a living. Here in the U.S., if you ask children what their fathers do, they 10. The author suggests that most employees with bad bosses: will say “My daddy drives a truck” or “My daddy is a stock broker” or a) should quit their jobs; “My daddy is an engineer”. b) are better off learning to cope with the bad boss than quitting; 5. But in Japan, the child will tell you “My daddy works for Mit- c) deserve the bad treatment they receive; subishi” or “My daddy works for Nomura Securities” or for “Hitachi”. d) would prefer to work for a perfectionist boss than a jellyfish boss. But you will have no idea whether the father is president of Hitachi or a chauffeur at Hitachi. TEXT 6 6. In Japan, the most important thing is what organization you work for. This becomes very significant when you try to analyze the John Condon direction-taking or decision- making process. At the least, it explains A New York bookdealer said he had never seen anything like the the greater job stability in Japan, in contrast to the great job mobility in surge of interest American readers have recently shown for books on America. 7. While we differ in many ways, such differences are neither su- Japanese management… Many have argued that Americans have much perior nor inferior to each other. A particular pattern of management to learn form the Japanese, while others have raised acubts about trans- behavior develops from a complexity of unique cultural factors – and ferring methods from one culture to another. In this writer’s opinion, the will only work within a given culture. most remarkable fact about the Japan boom in the U.S. is that for the 8. Let me try to describe three or four characteristics of the Japa- first time Americans have considered the possibility of learning from nese environment that in some way affect decision-making or direction- another culture in areas where Americans had thought they excelled. In taking and problem-solving. These characteristics are interrelated. that regard Japan deserves special credit, for this might lead to a greater 9. First, in any approach to a problem and in any negotiations in openness and curiosity and learning across other cultural boundaries Japan, there is the “you to you” approach, as distinguished from the that rarely occur in the U.S. Western “I to you” approach. 1. Why do you think Americans have recently become fasci- 10. The difference is this: in “I to you”, both sides present their nated by Japan? arguments forthrightly from their own point of view – they state what 2. Why does the author feel that this interest is positive? Do they want and what they expect to get. Thus, a confrontation situation is you agree? set up, and Westerners are very adroit in dealing with this. 11. The “you to you” approach practiced in Japan is based on A. Japanese Style in Decision-Making each side – automatically and often unconsciously – trying to under- 1. To talk about problem-solving or decision-making within a na- stand the other person’s point of view, and for the purpose of the dis- tional environment means examining many complex cultural forces. It cussion actually declaring this understanding. Thus, the direction of the means trying to measure the impact of these forces on contemporary meeting is a mutual attempt at minimizing confrontation and achieving life, and also coming to grips with changes now taking place. harmony. 63 64
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