The Aiko Kinoshita critical incident PDF

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Håvard Meling

Aiko Kinoshita critical incident

The Aiko Kinoshita critical incident In this critical incident, Aiko Kinoshita, the Japanese director of production and three English line managers have a meeting. This essay will identify the cultural dimensions being played out in the incident and point to behaviors that are different from national cultural stereotypes. This analysis considers the terminologies individualism vs. collectivism (Hofstede, 2010, pp.119-124), low vs. high power distance (Hofstede, 2010, pp.61-76), achievement vs. ascriptionbased (Trompe-naars, 2012, p.125), and reserved vs. expressive (Gesteland/Hall, 2007, pp.73-85).

Hofstede's dimension, individualist vs. collectivist measures the extent to which people primarily identify as individuals or group members. In collectivist cultures, group goals are generally more important than individual goals. Singling out people is usually avoided, whereas harmony and cooperation are crucial for the group. Aiko's concern for the lack of unity is evidence of her collectivist thought process. Moreover, she also believes the team should share problems and criticism as opposed to only worrying about themselves. The team mindset is typical for collectivist cultures, and it is clear she values group harmony. Aiko is probably critical of her English subordinates, who are more focused on allocating blame than attempting to fix the issue and work together. Conversely, in individualist cultures, individual goals often trump group goals. The working environment is generally much more competitive, and workers are often self-dependent. The British women possess an individualist viewpoint. For example, when they start blaming each other about why the production line stopped: "If Denise's girls had been on top of things, we wouldn't have had to stop the line, but they're just not doing their job." This remark from the incident emphasizes how competitive the work environment is, and that pointing out individuals is commonplace. Aiko is likely against the arguing amongst the women and quickly says, "I am not looking for somebody to blame." implying that she is not interested in singling anyone out.

The second dimension being played out is Hofstede's low vs. high power distance. This dimension measures the extent to which less powerful people expected and accept inequality and authority. In low power distance cultures, there is mostly 1

11.09.2019

Håvard Meling

Aiko Kinoshita critical incident

more equality in the workplace. It is also commonly acceptable to disagree and counter superiors. For instance, low power distance is displayed when Shirley interjects with "Never again, Aiko?" and makes a joke at the expense of her superior, which results in the women laughing. This disrespectful and confrontational behavior most likely caught Aiko off guard because she is used to a higher power distance culture. On the contrary, in high power distance cultures, superiors are often obeyed and not questioned. Managers usually make decisions on their own and sometimes feel entitled to respect. Throughout the meeting, Aiko is both criticized and questioned several times. The British subordinate's conduct compels Aiko to reclaim her authority, by first reminding the girls how Kianuma Industries saved the company, and secondly how she intends to make it thrive again.

Trompenaars' achievement vs. ascription-based culture dimension reflects how different cultures accord status. In ascription-based cultures, status is mostly ascribed based on the individual's characteristics. Critical factors for asserting status are gender, age, education, and profession. The English company has an ascription-based mindset, highlighted by Aiko when she thinks that most of the managers are: "time-serving mediocrities who displayed little or no initiative." This mediocrity is unusual in British business culture, which is generally more achievement-based. In achievement-based cultures, status is often achieved by competence and merit. Young and adequate employees get promoted more often for working hard. Aiko, for example, is only 34-years old and already the production director for the English company. However, in Japanese culture, the stereotypical superior is usually an older man with long seniority. Aiko's unique position suggests that she is achievement-based oriented. Therefore, it is plausible that she was surprised by how incompetent the English managers were, and suspects age played a significant role in promotions.

Gesteland/Hall differentiates between reserved vs. expressive cultures. In reserved cultures, there is usually little to no eye contact. Another characteristic is that expressions are generally kept hidden. Moreover, people tend to speak in a monotone voice, and even extended periods of silence is typical. Aiko demonstrates her reserved mentality when she masks her emotions by smiling 2

11.09.2019

Håvard Meling

Aiko Kinoshita critical incident

after an offensive joke. In contrast to expressive cultures, individuals are loud and upfront. Body language, such as hand gestures are frequently used to communicate. Furthermore, vigorous and often direct eye contact is ordinary. "She looked directly at Shirley Harris," indicating that Aiko is comfortable with prolonged eye contact. Both the British subordinates and Aiko have no difficulty expressing themselves and get straight to the point. This expressive behavior is atypical to both British and Japanese stereotypical business culture.

Understanding cultural differences when doing international business is crucial to avoid critical incidents in the workplace. Aiko from Japan displays a collectivist and high-power distance mentality throughout the meeting, corresponding to her national stereotype. However, she has an achievement-based attitude which contradicts the stereotypical Japanese ascription-based mindset. The British line managers have an individualist and low-power distance mindset, which is standard in British business culture. Despite that, they have an ascription-based mindset that is inconsistent with the typical British business culture. Both Aiko and the other managers have expressive and reserved tendencies, even though both countries usually have a more reserved culture.

References Gesteland, R. R. (2007). Cross-Cultural Business Behavior: A Guide for Global Management (5th ed.). Retrieved from: The book Hofstede, G., Hofstede, G. J., & Minkov, M. (2010). Cultures and organizations: software of the mind: intercultural cooperation and its importance for survival (3rd ed.). Retrieved from: https://content.talisaspire.com/binorway/bundles/5b83fc13540a265e9208f914 Trompenaars, F., Hampden-Turner, C. (2012). Riding the waves of culture; understanding diversity in global business (Rev. 3rd ed.). Retrieved from: https://content.talisaspire.com/binorway/bundles/5b83fc13540a265e9208f914

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