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1、第一部分 精神文化冲突,一、价值文化冲突,Jean Safari was investigating a serious error made by a Japanese worker at the Japanese subsidiary of a US multinational. A component had been inserted upside down and the entire batch had been pulled out of production to be reworked. The cost of this was high.,Should the Culpri
2、t Be Punished?,Jean asked the Japanese plant director about which employee had made the error. Had she been identified? What action was being taken against her? She was amazed when the director claimed not to know. “The whole work group has accepted responsibility,” he told her. “As to the specific
3、woman responsible, they have not told me, not did I ask. Even the floor supervisor does not know and if he did, he would not tell me either.”,“This is not how we see it.” The plant manager was polite but firm. “I understand the woman concerned was so upset when she went home. She tried to resign. Tw
4、o of her co-workers had to coax her back again. The group knows that she is new and that they did not help her enough, or looks out for her or see that she was properly trained. This is why the whole group has apologized. I have their letter here. They are willing to apologize to you publicly.”,But
5、if everyone is responsible then in effect no one is, Jean argued. They are simply protecting each others bad work.,“No, no. I dont want that,” said Jean. “I want to stop it happening again” she wondered what she should do.,杰恩萨弗里被美国公司总部派到日本子公司调查一位日本员工所犯的严重失误。一个部件被插倒了，导致整批产品都得回炉重做，所造成的损失重大。杰恩问日本工厂主管有没
6、有查出是哪位员工造成的失误。有没有对她采取任何措施？当那位主管告诉她说不知道时，杰恩很吃惊。“整个工作组已经接受了事故责任，”他说，“至于那个肇事的员工，他们没有告诉我，我也没有问他们。车间监工对此也毫无所知，即使他知道，他也不会告诉我。”但如果每个人都有责任，那实际上是谁也不负责任。他们简直是互相包庇。这让杰恩很气愤。,肇事者该受惩罚吗？,“我们可不这样认为，”工厂经理礼貌而又坚定地说，“我知道那个犯了错误的员工回去的时候非常沮丧。她试图辞职。她的两个同事极力挽留了她。工作组知道她是新来的员工，他们没有给她足够的帮助，也没有关心她或关注她是否得到适当的培训。所以整个工作组都道歉了。他们的致歉
7、信还在这里。他们也愿意公开向您道歉。”“不，不，那不是我想要的， ”杰恩说。 “我是想阻止此类的事件再次发生 ”她在想她该怎么做。杰恩应该坚持调查出是谁犯的过失吗？犯过失的人应该得到惩罚吗？,An American, as a production manager, is working in a subsidiary company in Peru. He believes that American-type democratic management would enhance the enthusiasm of Peruvian workers for working, and the
8、refore he invites specialists from headquarters to train people who are in charge of company workshops and inform them how to solicit opinions from workers and then put those appropriate opinions into action.,Why did Peruvian workers quit?,However, Peruvian workers in succession quit their jobs not
9、a long time after the practice of the democratic management. As we know, in Peru or the whole Latin culture, people respect authority, and subordinates not only obey their superiors but also treat them as their masters and further hope those superiors would be responsible for their life. Thus, worke
10、rs believe that the solicitation of opinions from them indicates that their superiors don t know what they should do. Since superiors are incapable, staying in the company is helpless and they choose to leave in advance so that they can find new jobs. But production manager doesn t understand all of
11、 this(or out of his cultural centralism). His belief in American individualism and strong sense of participation doesn t apply to Peruvian workers and finally result in the failure of their two-way communication.,一位美国人在秘鲁子公司担任生产经理，他坚信美国式的民主管理方式能够提高秘鲁工人的生产积极性。他从公司总部请来专家对子公司各车间的负责人进行培训，教他们如何征求工人的意见，对其
12、中合理的部分加以采用。可是这种民主管理方法推行不久，秘鲁工人就纷纷要求离职。在秘鲁以及整个拉美文化中，人们敬重权威，下属不仅服从上司；而且还把上司看作是自己的主人，并希望上司对自己的生活负责。工人们认为，征求工人的意见意味着上司自己不知道该做什么，反过来问他们。既然上司无能，公司就没有希望，不如提前离职，以便及时找到新的工作。但是生产经理对此不甚了解（或出于文化中心主义），以美国人崇尚的个体主义，参与意识较强的观念去揣度秘鲁的员工，导致双方沟通的失败。,为什么秘鲁工人离职呢？,诞生于1959年的芭比或许是过去四十年以来最出名的女孩。她为马特尔公司赚足了钱，全世界每一秒钟就卖出两个芭比娃娃。这个
13、金发碧眼、高挑纤细、性感美丽的女孩，和她时尚多变、独立富有的生活方式，一直受到世界上不同国家成千上万的女孩追崇。为了吸引不同国家文化背景各异的顾客，马特尔公司根据当地的口味改变了芭比的装束和其他一些可以变化的要素。,芭比娃娃在中东遭遇危机谁之过？,比如，在美国，为了适应非洲裔美国人市场，马特尔引进黑色肤色的芭比，后来又分别根据拉美和亚裔美国人的需要进行调整。在中欧和东欧，马特尔提出一个“友谊芭比”的想法，没有过多的去关注运动服装和配饰，而是反映出此地区孩子们基本的生活方式。在印度，芭比在保持核心形象的前提下，头上点了朱砂，着装也换成了纱丽。然而，在中东由于多元的文化价值观，芭比遇到了大麻烦。,在伊朗，政府指责这个芭比是对传统文化的威胁因为她永远年轻、选择不要孩子、和固定男友阿肯从来没有结婚打算。芭比并不像伊朗的妇女那样，与孩子和家庭联系在一起。,
