Multi-Cultural and Transantional Management

GROUP 6
Nguyễn Đức Hà
Phạm Gia Huy
Đào Ngọc Minh
Nguyễn Hoàng Thanh Thanh
Nguyễn Phương Uyên

INE3223-E*1
Multi-Cultural and Transantional Management

Contents
I. Summarize chapter 5
Cross-cutural communication and
negotiation

II. Internet exercise

Toyota company
Multi-Cultural and Transantional Management

1 The overall communicaion process

I. Summarize
2 Communication flows
chapter 5
3 Communication barriers

4 Achieving communication effectiveness

5 Managing cross culture negotiation

 Multi-Cultural and Transantional Management

1.1. The overall communicaion process

Communication: The process of transferring meanings from sender to receiver. On the surface it appears
straightforward. However, a great many problems can result in failure to transfer meanings correctly
Even direct and clear translations of words can still carry different meanings, leading to confusion
a. Verbal communication styles b. Interpretation of communication
Major characteristics of verbal styles The effectiveness of communication in the
international context often is determined by
Indirect vs Direct Styles how closely the sender and receiver have the
same meaning for the same message

Elaborate to Succinct Styles

If this meaning is different, effective
Effectiveness in the international
communication will not occur
Contextual and Personal Styles context

People doing business in a foreign culture often

Affective and Instrumental Styles misinterpret the meaning of messages
 Multi-Cultural and Transantional Management

1.2. Communication flows

Downward vs Upward communication

Downward Upward
communication communication

Transmission of information from Transmission of information from

manager to subordinate subordinate to superior

Purpose: convey orders and Purpose: provide feed-back, ask

information questions, or obtain assistance from
higher-level management
However, in an international context,
downward communication poses
special challenges
 Multi-Cultural and Transantional Management

1.3. Communication barriers

Language Perception
Translation of information from one Perception is a person’s view of reality
language to another can easily lead Misperceptions can become a barrier
to the misunderstanding to effective communication and thus
Even in English-speaking countries, decision making
words may have different meanings How others see us: may be different
than we think

Culture Non-verbal
communication
These types of values indirectly and in
many cases directly, affect Kinesics
communication between people from Proxemics
different culture Chronemics
Culture differences can cause Chromatics
misinterpretations
 Multi-Cultural and Transantional Management

1.4. Achieving communication effectiveness

Improve
Language Cultural Flexibility and
feedback
training training cooperation
systems
 Multi-Cultural and Transantional Management

1.5. Managing cross–culture negotiation

Negotiation: the process of bargaining with one more parties at a solution acceptable to all
Two types: distributive and integrative
Step of the negotiation process: 5 steps

Planning
Interpersonal relationship building
Exchange of task related information
Persuasion
Agreement
Multi-Cultural and Transantional Management

II. Internet Exercise

Toyota has expanded worldwide and is now doing
business in scores of countries. Visit the firm’s
website and find out what it has been up to lately.
The address is www.toyota.com. Then take a tour of
the company’s products and services. Next, go to the
jobs section site, and see what types of career
opportunities there are at Toyota. Finally, find out
what Toyota is doing in your particular locale
(Vietnam).
 Multi-Cultural and Transantional Management

2.1. Toyota's recent activities

Products: Toyota's homepage is introducing

hybrid and electric models

Services:
Toyota launched car-related services
Preferential services and financial support for
buyers
 Multi-Cultural and Transantional Management

2.2. Career opportunities at Toyota

Currently, Toyota is providing a system of various and

attractive job programs, included:
Digital Technology & Mobility
Manufacturing & Production Engineering
Product Support
Research & Development
Corporate Resources
Sales, Marketing, and Service
Toyota Financial Services
College Programs
Technician Training
 Multi-Cultural and Transantional Management

2.3. Toyota Vietnam (What Toyota is doing in Vietnam)

Economic aspect
Focuses on vehicle production, vehicle distribution in the Vietnam market
The main job is to assemble and complete products

Society
Open training centers, create favorable conditions for solving employment
problems
Cooperates with domestic factories, and promotes business localization
Open development funds for the community

Environment
Implement environmental projects
Focus on sustainable development
Multi-Cultural and Transantional Management

2.4

What type of communication and

negotiation challenges do you
think you would face if you
worked for Toyota and were in
constant communication with
home-office personnel in Japan?
 Multi-Cultural and Transantional Management

Communication
1 Verbal communication

Japan is a high context culture, characterized by utterances

being understood based on context
Japanese people use indirect communication and implicit
meaning
Just a few words can convey a complex message that only
people of the same culture can understand
Japanese are generally non-confrontational and rarely directly
give negative responses
This indirect communication will make the Americans feel like a
waste of time
Multi-Cultural and Transantional Management

2 Non-verbal communication

Distance Gesture and eye contact

In similar situations, Japanese people Japanese people greet each other by bowing, the
usually keep a longer distance than higher the rank, the lower the bow
people from other countries Bowing to the other person is a sign of respect
In both Vietnam and Japan, kissing Some Japanese are able to shake hands but they
and hugging without permission will don't look at each other eyes because they see
be considered as harrassment. prolonged eye contact as rudeness and defiance

Silence Nod
The silence in communication or at the business When the Japanese listen to others
desk means nothing more than that the Japanese speak, they have smiles, nods, and say
are absorbing speech so responsibly that they polite words. They are meant to
need to be carefully considered. encourage the continuation of the
k. story, but this is often misunderstood
by Vietnam as agreeing.
 Multi-Cultural and Transantional Management

3 Linguistic

Linguistic is not a type of communication but it is also a challenge in communication when working at
Toyota Japan and being in constant communication with home-office personnel in Japan

Japanese people tend to use their mother

language or use a common language (often in
English) that both countries can understand
instead of learning a new language which is
Vietnamese. On the other hand, Vietnamese
firm often encourages the employee to learn
Japanese.

The Japanese have a unique way of speaking

English, presented in the difference in
pronunciation, intonation, English words assign
 Multi-Cultural and Transantional Management

Negotiation
When it comes to the type of negotiation I would face, it would be integrative negotiation. This is
known as a "win-win" and typically entails two or more issues to be negotiated
Negotiation challenges are the differences in business customs of the two cultures:

The Japanese believe in group decision-making as opposed to individual authority.

Vietnam’s culture is strongly group-oriented. Most of the decision-making is considered
based on group agreement. However, there is some case that the manager that the
responsibility to make a decision.

In Japan, decision-making is rarely done quickly. This is also correct with Vietnamese
firms, it is very important to remain patient and emphasize frequently the long-term
benefits as well as the commitment to the business relationship other countries are
seeking to build.

Because the Japanese always represent a group of people, so they cannot announce or
talk about anything without consulting . In Vietnam, expect negotiations to be slow and
Multi-Cultural and Transantional Management

2.5

What type of communication

training do you think the firm
would need to provide to you to
ensure that you were effective in
dealing with senior-level Japanese
managers in the hierarchy?
Multi-Cultural and Transantional Management

Toyota policy on internal communication wants all the internal communication to be clear,
straightforward and engaging:
Immediate supervisors should be rated as good communications
Management is trusted in what it says and does
Communication is honest and straightforward, helping maximize organizational and
individual performance
Employees truly understand Toyota’s business strategy to their jobs
Employees are able to apply their knowledge and business strategy to their jobs.
Employees recommend Toyota to their colleagues and friends

While many computerized systems of communication, Toyota still believes face-to-face

communications and talks are critical when the employees have to be informed
Thus any new employee shall be very clearly trained on the importance, means, language,
purpose and intent of communications by Toyota
Multi-Cultural and Transantional Management

2.6
Using Table 7–1 as your guide
(Page. 196 – Textbook), what
conclusions can you draw regarding
communicating with the Japanese
managers, and what guidelines
would you offer to a non-Japanese
employee who just entered the firm
and is looking for advice and
guidance regarding how to
communicate and negotiate more
effectively?
Multi-Cultural and Transantional Management

1 Conclusion on communicating with Japanese managers

Use indirect and implicit expressions, many things are self-explanatory based on context and
culture

Elements such as gestures, attitudes or facial expressions also convey a great message meaning

Due to a collectivist culture that values ​relationships, indirect speech is used to maintain
relationships

2 Advice
Japanese people appreciate their language and English is not widely used so Japanese level

needs to be improved
Understand Japanese culture
Pay attention to the distance when communicating and bowing etiquette
Learn to speak less and avoid negative words such as "No"
Due to the collective culture, it is necessary to learn how to work in a team and the team shows

enthusiasm, dedication to progress

 3 Negotiate more effectively

Gestures How to communicate

How to address a partner
Have a gentle, soft attitude and and behave
avoid showing an angry, impatient Call the exact name of the Japanese
attitude Learn to keep silent and how to

partner listed on the business card

During negotiation, young people accept silence
should sit with their hands on their Avoid using sensitive words,

thighs, head and shoulders tilted especially the word "No"

slightly forward

When speaking in

Pay attention to partners

negotiations
Pay attention to whom person's side

Should maintain a quiet, slow and

shows respect
polite attitude
Avoid looking into each other's eyes

Keeping a calm face is crucial

for long time
Multi-Cultural and Transantional Management

Thank You For Your Attention

Do you have any questions?