Case 8 - Sick Leave
MBS618 – Dispute Management
Lecturer: Mr Ernest Charles Boswarva
“Assignment 1 – Case 8 Sick Leave”
3383 words
CONTENTS
1 INTRODUCTION 3
2 NEGOTIATION 3
2.1 CONTEXT OF NEGOTIATIONS 3
2.2 FORMS OF NEGOTIATIONS 4
2.3 TANGIBLE / INTANGIBLE FACTORS 5
3 CULTURE 6
3.1 CROSS CULTURAL COMPARISONS 6
3.1.1 POWER DISTANCE 7
3.1.2 INDIVIDUALISM 7
3.1.3 MASCULINITY 8
3.1.4 UNCERTAINTY AVOIDANCE 8
3.1.5 PRAGMATISM 9
3.1.6 INDULGENCE 9
3.2 SHARED VALUES 9
3.3 THE INFLUENCE OF CULTURE ON NEGOTIATIONS 10
4 NEGOTIATION STRATEGIES 10
4.1 FAMILIARITY 10
4.2 OPTIONS 11
5 CONCLUSION 12
REFERENCES 13
APPENDIX 1 – THE CONTEXT OF INTERNATIONAL NEGOTIATIONS 15
APPENDIX B – SCHWARTZ’S CULTURAL VALUES 16
APPENDIX C – DUAL CONCERNS MODEL 17
1 INTRODUCTION
Kelly (a Canadian citizen) is employed as an Assistant Language Teacher (ALT) by the Japan Exchange and Teaching Program (JET) in Soto, Japan. The JET program was designed by the Japanese government to improve its English language education through the exchange of international teachers. It was anticipated that this exchange would also foster a deeper understanding at the grass-roots level of the importance and value of integration between different cultures. Any workplace problems the ALTs encounter during their employ can be resolved with the assistance of the Conference of Local Authorities for International Relations (CLAIR) as required. However, CLAIR should only intervene if the host institution is unable resolve the problem by itself.
In the case study, a conflict occurs between Kelly and her Japanese supervisor, Mr. Higashi over the allocation of contractual leave entitlements. This report seeks to address the development of the conflict between the JET staff and the ALT, whilst identifying the underlying factors which influenced the situation. Using tools and theories from cross-cultural negotiation scholars, this report will then propose recommendations and options for
Lecturer: Mr Ernest Charles Boswarva
“Assignment 1 – Case 8 Sick Leave”
3383 words
CONTENTS
1 INTRODUCTION 3
2 NEGOTIATION 3
2.1 CONTEXT OF NEGOTIATIONS 3
2.2 FORMS OF NEGOTIATIONS 4
2.3 TANGIBLE / INTANGIBLE FACTORS 5
3 CULTURE 6
3.1 CROSS CULTURAL COMPARISONS 6
3.1.1 POWER DISTANCE 7
3.1.2 INDIVIDUALISM 7
3.1.3 MASCULINITY 8
3.1.4 UNCERTAINTY AVOIDANCE 8
3.1.5 PRAGMATISM 9
3.1.6 INDULGENCE 9
3.2 SHARED VALUES 9
3.3 THE INFLUENCE OF CULTURE ON NEGOTIATIONS 10
4 NEGOTIATION STRATEGIES 10
4.1 FAMILIARITY 10
4.2 OPTIONS 11
5 CONCLUSION 12
REFERENCES 13
APPENDIX 1 – THE CONTEXT OF INTERNATIONAL NEGOTIATIONS 15
APPENDIX B – SCHWARTZ’S CULTURAL VALUES 16
APPENDIX C – DUAL CONCERNS MODEL 17
1 INTRODUCTION
Kelly (a Canadian citizen) is employed as an Assistant Language Teacher (ALT) by the Japan Exchange and Teaching Program (JET) in Soto, Japan. The JET program was designed by the Japanese government to improve its English language education through the exchange of international teachers. It was anticipated that this exchange would also foster a deeper understanding at the grass-roots level of the importance and value of integration between different cultures. Any workplace problems the ALTs encounter during their employ can be resolved with the assistance of the Conference of Local Authorities for International Relations (CLAIR) as required. However, CLAIR should only intervene if the host institution is unable resolve the problem by itself.
In the case study, a conflict occurs between Kelly and her Japanese supervisor, Mr. Higashi over the allocation of contractual leave entitlements. This report seeks to address the development of the conflict between the JET staff and the ALT, whilst identifying the underlying factors which influenced the situation. Using tools and theories from cross-cultural negotiation scholars, this report will then propose recommendations and options for
References: Downing, R. 1992. “The continuing power of cultural tradition and socialist ideology: cross-cultural negotiations involving Chinese, Korean and American negotiators”. Journal of Dispute Resolution Vol.1992 (No.1): pp 105 – 132. Goldfinger, G. and Greenleaf, R. 2000. Doing Business in Japan, New Jersey, Princeton Training Press. Lewicki, R. et al. 2011. Essentials of Negotiation, 5th Edition, New York, McGraw-Hill Irwin. Movius, H. et al. 2006. “Tailoring the Mutual Gains Approach for Negotiations with Partners in Japan, China and Korea”. Negotiation Journal Vol.22 (No.4): pp 389 – 435. Oikawa, N. and Tanner, J. 1992. “The Influence of Japanese Culture on Business Relationships and Negotiations”. The Journal of Services Marketing Vol.6 (No.3): pp 67 – 74. Phatak, A. and Habib, M. 1996. “The Dynamics of International Business Negotiations”. Business Horizons Vol.39 (No.5): pp 30 – 38. Prestwich, R. 2007. “Cross-Cultural Negotiating: A Japanese-American Case Study from Higher Education”. International Negotiation Vol.12, (No.1): pp 29 – 55. Rivers, C. and Lytle, A. 2007. “Lying, Cheating Foreigners!! Negotiation Ethics across Cultures”. International Negotiation Vol.12 (No.1): pp 1 – 28. Salacuse, J.W. 1999. “Intercultural Negotiation in International Business”. Group Decision and Negotiations Vol.8 (No.3): pp 217 – 236. Schwartz, S.H. 2012. “An overview of Schwartz Theory of Basic Values”. Online Readings in Psychology and Culture Vol.2 (No.1) http://dx.doi.org/10.9707/2307-0919.1116 Semnani-Azad, Z Sujin, L. et al. 2013. “Cultural Perspective Taking in Cross-Cultural Negotiation”. Group Decision and Negotiation Vol.22, (No.3): pp 389 – 405. Weiss, S. 1994. “Negotiating with “Romans” – Part 1”. Sloan Management Review Vol.35 (No.2): pp 51 - 61 www.geert-hofstede.com Source: Phatak and Habib, 1996.