business communication class easy hw

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Business professionals who are high in cultural intelligence possess skills and attributes to work effectively with members of other cultures. They respect, recognize, and appreciate cultural differences; possess curiosity and interest in other cultures; avoid inappropriate stereotypes; adjust conceptions of time and show patience; manage language differences to achieve shared meaning; understand cultural dimensions; establish trust and show empathy across cultures; approach cross-cultural work relationships with a learner mind-set; and build co-cultures of cooperation and innovation.

In this exercise, you evaluate the experiences of an operations manager going to China to examine factories and potentially take bids for some of your company’s operations. You will notice differences in communication across cultures and analyze the interactions in terms of cultural intelligence and the following cultural dimensions: individualism and collectivism, egalitarianism and hierarchy, future orientation, assertiveness, and humane orientation.

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Week 2 Case Analysis- Going on a Business Trip to China
Recently, senior managers at Judith Carey’s company concluded that some of
the company’s operations needed to be produced in lower-wage locations for the
company to stay profitable. They placed Judith in charge of learning about options in
China, a country she had never visited.
After several months of making contacts via phone and email, Judith traveled to
China to meet some potential manufacturers. She brought two of her staff members
along with her on the trip. She also asked Mei, one of the company’s sales
representatives in China, to join the group and act as an interpreter. Mei had joined the
company’s sales department in China two years ago. Because she gained a marketing
degree in a Canadian university, Mei’s English was excellent.
The first stop on the trip would be with representatives of the Shunde
Manufacturing (SDM) Company, a potential manufacturer for the company’s line of
dolls. After a long plane trip and a sleepless night at a hotel in Shanghai, Judith started
the first day of work in China tired and slightly disoriented. Her team first met the
company’s president, Bo Chen, and seven other men from SDM for lunch. Judith was
seated next to the company’s president for the duration of the two-hour lunch, which
included course after course of foods Judith had never seen or eaten before. Judith
sampled most of the dishes but was clearly uncomfortable.
During the meal, the company president asked Judith, “Ms. Carey, what are your
impressions of China?” Judith replied, “Well, Bo, I don’t really know too much. I’m not
quite used to the air here, with all of the pollution. Of course, I’ve always known about
the one-child policy, but not much else. Do you think the policy is fair?” Bo stated,
“China and America must solve their problems in their own ways.” Then, he talked
about the final dish for the meal—a fish. He explained that ending the meal with the fish
had special symbolism in China and signaled a prosperous future for their relationship.
Near the end of lunch, Bo told Judith, “We’ll meet for dinner and a reception later
at 6 p.m. I’ve arranged a tour for you this afternoon. Several of our staff members will
take you for a walk along the river, to some beautiful Chinese gardens, and to the
Shanghai Museum.” Judith was a bit dismayed. She wasn’t really in the mood for
touring. Rather, she wanted to get down to business, but she obliged for the afternoon
tour. During the tour, Judith asked Mei, her interpreter, “What should I do this evening to
make sure we can talk about business?” Mei replied, “Tonight, you should make friends
with President Chen. Give him a nice toast in front of his employees. Enjoy the
wonderful food. Tomorrow you can talk about business.”
That evening, Judith and her team were taken to a large private room at a
restaurant. The SDM Company was now represented by more than 20 employees.
Judith and Bo spent most of the dinner discussing family and professional experiences.
Judith enjoyed the food, gave a toast mentioning “future cooperation” and thanking
“President Chen for his hospitality,” and even sang karaoke when invited.
The next day, Judith arrived at the company’s headquarters. She and her team
discussed options for a partnership with SDM representatives for the duration of the
day. At the end of the day, both parties agreed to continue their conversations in
approximately one month.
Week 2 Case Analysis- Going on a Business Trip to China
Questions:
1.
When Bo Chen referred to Judith Carey as “Ms. Carey,” Judith responded by
referring to him as “Bo.” What cultural dimension can explain this situation and why?
2.
Judith’s interpreter, Mei, encouraged her to give a toast to Bo Chen. Which of the
following cultural dimensions can best explain this situation and why? What is Mei
demonstrating?

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