In a nation that is comprised of four main large islands along with roughly 4,000 smaller islands (World Campus, 2018, Lesson 11), how does one bring the people together?  Is it necessary to bring everyone together?  Mainlands in Asia are connected by highways, allowing for easier trade and travel.  What the leaders of Japan have been doing over the last sixty years is Aquapelagic Assemblages, building bridges to connect the many islands.  In an assemblage, there is no absolute center that dominates the rest rather, everything participates with and/or comprises the other (Shima Journal, 2012). 

The dominant Japanese ethos includes familial relationships, loyalty, conformity, and the collective good (Moran et al., 2014, pg 437)  To answer the earlier question if focus should be placed on connectivity, based on the ethos, yes.  Collective good, people helping people in a nation that is faced with island challenges.  Limited resources, access, and national protection.  Besides the threat of mother nature, the people of Japan have been witness to the horrific military exercises of another nation.    

Xenophobia, like any prejudice, can breed hate.  As a culture, avoidance or dismissal may allow for the continuation of these types of beliefs.  With so much emphasis placed on honor and discipline, turning a blind eye to the current trend seems out of character.  Japan is a “high-context” culture that thrives on subtlety and consensus (Moran et al., 2014, pg 433).  How does a leader respond to a growing anxiety?  First, one has to admit a problem exists.  Currently, from the outside looking in, that does not appear to be the case.  In a society that values education, educating the newer generations may prove valuable in addressing any misconceptions or fears in this new trend.

Each part comprises the other.  A vision of the Japanese that has brought a once separated series of islands into a single nation.   This culture highly regards new ideas and technologies, swallowing them up until they are Japanized (internalized) after careful, detailed examination (Moran et al., 2014, pg 437).

References:

Moran, R., Abramson, N., & Moran, S. (2014). Managing Cultural Differences. Oxford: Routledge.

Pennsylvania State University (2018). Leadership in Global Context-Olead 410. Lesson 11: Asia: Focus on Japan, Penn State World Campus, The Pennsylvania State University.

Shima Journal. (2012). Shima and Aquapelagic Assemblages. Retrieved from http://www.shimajournal.org/issues/v6n1/d.-Suwa-Shima-v6n1-12-16.pdf

An asset and a hindrance all in one.  That is one way to describe the General Manager of my company.  For years, the communication process and style he has used has created chaos at times and swift resolution on other occasions.  Does he read his audience?  Sometimes, but in high-pressure situations, the actions seem more instinctive and bias.  In the stressful times, the encoding-decoding where “an idea is generated by one person, shaped into a message, and sent by the person to another person, who then receives the message, and then generates his or her own idea” (University, 2018), falls short of success.  Raised voice, negative body language, and information voids all exist.  All at a time when clear communication matters most.  The most obvious is recognized, there is a problem, but uncertainty rests on the question of resolution.  There is noise on both sides (unclear message, fear, disappointment) of the encoding and decoding process.  As a result, positive feedback does not exist.

Throughout the lessons, one word is continually present, egocentrism.  The inability to take on other people’s perspectives (University, 2018).  When the company is faced with a schedule that requires full participation from the employees, and one or a few employees call off, this puts a strain on the GM’s ability to meet the demands of the customers.  In turn, stress levels rise and the review of how new actions will be necessary to make-up for lost time is only known by one person, the GM.   Often the employees are unaware of all upcoming work and are given the days tasks in brief description.  Ambiguous at best, the GM is not considering the needs of the employees and their desire to want to perform well if they knew what was all involved.

Surprisingly, he appears to have traits of Monochronic and Polychronic people.  For example, according to Moran (pg.49), under Monochronic there is an intent focus on work, committed to the job, use to short-term relationships (i.e., the one time customers, employees) and under Polychronic, does many things at once, constantly interrupted, schedules are kept if possible, high-context, and plans change.  The GM is someone who wears many different hats within the organization.  Fittingly, his varying styles do aid; they just are not polished.  That responsibility falls directly on my failure as the owner.

My silence to some extent can be viewed as a sign of approval of his actions.  It is not.  Attempts have been made to open the communication up to constructive criticism, but that rarely works between him and myself.  There is a message being sent, it is being heard, and feedback is given.  The problem seems to be the noise.  The interference that occurs when challenging situations are present and plentiful. The challenges in communication are overwhelming but solvable.  We have been blessed with fifteen years of success.  Fifteen years of learning and growing too.  He is a hindrance at times, but an asset that has made our success possible.

 

References:

 

Moran, Robert, Abramson, Neil, & Moran, Sarah. (2014). Managing Cultural Differences. Oxford: Routledge.

University, P. S. (2018). OLEAD 410: Leadership in a Global Context Lesson 04: Global Communication. The Pennsylvania State University.

First, let me clarify, this is not about a motorcycle club (MC), one that people fear when they see them on the highway.  This is a non-profit motorcycle group that supports the local community in which it is based.  Because of the small town, this riders group consists of local residents, typically within a thirty-mile radius.  Anyone outside that area tends to join the organization closer to their home.   The rider’s group is all volunteer.  The most common answer given when asked why they wanted to join, “to have other people to ride with.”   For that reason, diversity plays a helpful role in satisfying the needs of the members.  Diversity can refer to physical differences, such as sex or skin color, but also things that can’t be seen, such as differences in personality traits or differences in beliefs (such as religion or politics) (World Campus, 2018 Lesson 1).  The individual differences such as ride style, desired travel distances, and personal goals all provide opportunities for finding like-minded individuals to share common interests.  Friendships encourage enrollment.  The reality though, not everyone who owns a motorcycle wants to ride hundreds of miles at a time.  Some choose to stay local, some choose to only venture out on weekends, and some are never seen not on their bike.  The differences within a group are exactly that: the things that distinguish individuals from others who fall in the same category; it is the range of all the possibilities inside a group (World Campus, 2018 Lesson 1).

With differences comes disagreements.  One way to address those is the specific function of the written by-laws of conduct and operations.  On the surface, when riding down the road to an event and all members are in formation, it may appear to the public that we are all just the same “bikers.”  In truth, Deep-level diversity exists.  Deep-level diversity is those differences in beliefs, values, attitudes, etc., that do affect much more deeply how a person behaves (World Campus, 2018 Lesson 3).  If, as stated, the group is headed to an event, alcohol will likely be present.  The value put on behavior and restraint differs greatly.  As President, the watchful eye on individual behaviors is imperative.  A collaborative effort by the riders is helpful in maintaining a positive public image.

In accordance with the by-laws, the organizational structure is similar to a company.  President, Vice-President, Secretary, Treasurer, Sgt-at-Arms, etc..  Each officer position is given specific responsibilities.  In addition to what is written, the officers and members are all empowered with the voice to be heard in the event someone or something is jeopardizing the group.  Whether watching someones “behavior” at a party or riding habits that may compromise the safety of all that are riding together, everyone has a voice.  Leaders who share power help build profound trust and shared responsibility (Moran et al., 2014 pg.192).  The President cannot see everything all the time.  Typically that position rides in the front with all other bikes in tow.  Group success and safety rests on each individual’s shoulders.

Schedules of events are discussed in monthly meetings.  Preparation is key to a harmonious plan of action.  Charity events, runs, and a show of support at other organizations.  Because this is volunteer, not everyone can make each endeavor.  A key factor in execution and commitment is the inclusion of the members.  Listening is critical rather than mandating which only deters participation.  Exclusion, only including one or a few perspectives (World Campus, 2018 Lesson 3) limits participation.   As President, the different approaches I have had to take can be difficult at times.  The fact is though, in my absence, this group has earned my trust and faith that they will pull together to accomplish any goal we have set.

 

References:

Moran, Robert, Abramson, Neil, & Moran, Sarah. (2014). Managing Cultural Differences. Oxford: Routledge.

Pennsylvania State University (2018). Leadership in Global Context-Olead 410. Lesson 1: Introduction to Leadership in a Global Context, Penn State World Campus, The Pennsylvania State University.

Pennsylvania State University (2018). Leadership in Global Context-Olead 410. Lesson 3: Diversity, Penn State World Campus, The Pennsylvania State University.

Over a century ago (between 1870-1890), the United States experienced an industrial growth expansion that brought people from around the globe. Leaving behind their homeland to embark on what could be considered, a promise for a better life.  In reality, the late nineteenth and early twentieth century summed up poor approach to global diversity.  The workforce was faced with many challenges when ethnocentrism, defined as, “exaggerated tendency to think the characteristics of one’s own group or race is superior to those of other groups or races”(World Campus 2018), is the most apparent form of leadership.  Few leaders owned and controlled the majority of the industries, but people united and in doing so, paved the way for generations to prosper and grow.

            Gilded Age

         By 1910, a million patents had been issued in the United States, 900,000 of them after 1870. Goldfield et al. (2017).  To manufacture these new products being invented, industries were filled with low-skilled workers.  While gender roles are viewed differently now, during this time in history, masculinity/ feminity raised concerns among not just the reformers, but also the male workers needing employment.  To hear and read about the tribulations of females can easily promote anger, but the future result is where progress rests.  There still exists the gender roles some cultures hold onto.  In the United States, equal pay has been on the forefront of the American workers.  The group rather than the individual is where strength rests.  Formed of many different cultures, but hold one belief, equality.

Culture

       There were specific patterns of the various nations.  East coast, West coast, immigration tended to be region specific.  The desire of the new immigrants to retain their cultural traditions led contemporary observers to doubt their ability to assimilate into American society. Goldfield et al. (2017).  A misinterpretation of the adaptability of the shared common factor that is the human race.  Initially, groups tend to gather with likeminded and similar individuals to one’s self.  Hofstede (2001) is quoted: “Culture is the collective programming of the mind that distinguishes the members of one group or category of people from another.”  Landing on foreign soil with nothing but the clothes on their backs, the need for some sense of familiarity had to be overwhelming.  The natural need for acceptance led immigrants to stay within their race and develop communities based on the cultural and religious beliefs.

Conclusion

       Much like the Titanic, the story of immigration in the late nineteenth and early twentieth centuries has already been written.  A defining time in history that has opened the doors to a new approach as to how twenty-first-century organizations can learn and improve from our past.  Low wages, dangerous working conditions, and employees without a voice, all indicative of poor organizational communication.  Monopolization and leaders who either did not understand others or just did not care showed the ugly side of business.  Progression and the desire to succeed is what fueled the employers, no matter the cost.  In a different way, those were the same driving forces of the employees.  The strength and values of individuals and groups are what pioneered the way for our generation.  Immigrants and migrants with the ability to see beyond the hurdles saw that unifying rather than separating was necessary for success.  The importance of some things never change.

 

References:

Goldfield et al. (2017). The American Journey; A history of the United States. New York, NY: Pearson Education, Inc

Hofstede, G. (2001). Culture’s consequences: Comparing values, behaviors, institutions, and organizations across nations. Thousand Oaks, CA: Sage Publications.

Pennsylvania State University (2018). Leadership in Global Context OLEAD410. Lesson 2: Introduction to Culture, Penn State World Campus, The Pennsylvania State University.