Questions

1) Discuss type of communications and negotiation challenges do you think you would
face of you worked for Toyota and were in constant communication with home-office
personnel in Japan?
2) Discuss the 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 hierarchy?
3) Using Table 7-1 from text book as your guide, 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?

Answers
1)

The types of communication and negotiations that I would face are verbal and
non-verbal communication. Japanese are high-context culture, they communicate
through both ways, for example; Japanese bow to each other when greeting. For them
it is a sign of respecting each other. Plus, Japanese like to build relationship with their
superior and subordinates. They tend to not having big office and like to visit their
employees as well as the companys branch.
In high-context culture like the Japanese, most probably Ill be facing indirect
styles under verbal communication where the messages are implicit. If I know how to
communicate in Japanese with the home-office Toyota in Japan it would be an
advantage. However, as a high-context culture, they do not depend only on language
to communicate. Voice intonation, timing, and facial expression can all play roles in
conveying information.
Meanwhile for negotiation, the type of negotiation that I would face is
integrative negotiation. This negotiation is known as win-win situation, where both

parties do not get exactly what they want but instead compromising on each side
allowed them to agree on the deal.
2) Language Training
- I think that the firm should provide me language training as well as other
employees that have to regularly meet and dealing with senior-level managers
Toyota from Japan. This is because usually and majority of the Japanese will not
speak English as speaking other language for them is not patriotic, thus the
Japanese managers usually bring translator with them.
-

Thus, although formal information can be passed through English in host country
among local workers, but if I want to know what is really going on and being
acknowledge by them, I have to speak their language. In addition, if any disputes
happen in the management in host country, I can assist the senior-level managers
regarding the issue.

Provide Cultural Training

- By providing cultural training to new employees that have to regularly and
efficiently handling and dealing senior-level Japanese managers in hierarchy, I can
know what the managers like and dont like, as well as non-verbal language
towards them.
-

In addition, by learning the Japanese culture, I can avoid what the Japanese dont
like so that any disputes also can be avoided. For example, wait for the boss to sit
down and then sit, and its the same when leaving. A higher status person sits
closer to the boss. Usually drinks are handed out at the start of the meeting. They
will be handed out in order of rank. Wait for the top guy to drink his first.