GMBAGlobal MBA Program

This course presents communication as a critical component for success in the workplace. To develop yourself as a leader who is capable of decision-making from a global perspective that takes consideration of various viewpoints, who possess thoroughgoing knowledge of Japanese small, mid to large corporations, who is capable of creating connections around the world, you have to become more aware of the differences between yourselves and people from other countries. In this class, you will learn cultural, behavioral and organizational differences between Japan and other countries, including your mother country, to make an effective communication strategy in a workplace.

Upon successful completion of this class, you will be able to:
•Build an understanding of different organizational cultures, business practices, and social norms to communicate more effectively in Japan and cross-cultural business contexts.
•Employ principles of effective group communication to cultivate trust and understanding, increase open participation, and strengthen decision making in work groups and teams.
•Profile and develop your intercultural competence.

Will be able to gain“DP1”,“DP2”,“DP3”,“DP4”and“DP5”.

英語 / English

This class is conducted based on a case-method. Some lectures will also be provided to support the class discussion.

I will share my experiences how I communicated effectively in a real working place at a local and a multinational company. I also provide you an opportunity to communicate with non-Japanese people who have an experience in working with Japanese people so that you understand the real situation from a non-Japanese viewpoint. You can get may feedback by email when you submut a final report.

あり / Yes

なし / No

授業形態/methods of teaching：対面/face to face

※各回の授業形態は予定です。教員の指示に従ってください。

Class#1 June 8[対面/face to face]：Understanding the Foundations of Business Communication

Welcome
Course overview and policy

The Foundations of Business Communication

Class#2 June 8[対面/face to face]：Cultural Differences

Cultures and Organization
Trust Building

lass#3 June 15[対面/face to face]：Human Resource Management in Japanese and Multi-National Company

Case: “I don’t want to take a new role”

Questions

Q1. Why the company changes her role so often?
Q2. What are main features of Japan employment system and Human Resource management?

Class#4 June 15[対面/face to face]：Individualism (Individualist vs. Collectivist)

Case: “Sense the Atmosphere”

Questions

Q1 Why did the procurement manager get angry?
Q2 If you were Huang Yong, how would you communicate with the procurement manager?
Q3 If you were the procurement manager, how would you communicate with Huang Young?

Case: “Expensive Signboard”

Questions

Q1 Why did the marketing manager complete the sign-board setting by himself?
Q2 If you were the marketing manager, how would you proceed the task?
Q3 If you were president Sugiyama, how would you communicate with the marketing manager?

Class#5 June 22[対面/face to face]：Uncertainty Avoidance (Weak vs. Strong)

Case: Still 9:30 am!

Questions

Q1. How did Maha feel?
Q2. Why did Mr. Tanaka check the progress in the (too) early stage?
Q3. If you were Mr. Tanaka (Maha), how would you communicate?

Case: “Ho-Ren-So

Questions

Q1.What is a “Ho-Ren-So” and what are benefits to do so?
Q2.Why Alili and Yama didn’t report the situation to Hamada-san?
Q3. How do you advise Hamada-san to improve the situation?

Class#6 June 22[対面/face to face]：Long-Term Orientation (Short-term vs. Long-term)

Case: “I can’t change it”

Questions

Q1.Why did Mr. Takagi get angry?
Q2.If you were Ann, how would you reply to Mr. Tanaka?
Q3 How do you advise for Ann to improve the situation?

Case “Same conclusion”

Questions

Q1.Why did the customer get angry against Kamara’s reply?
Q2. Why did the customer ask the same question to Nisha?
Q3. Why did the customer get satisfaction from the reply by Nisha, although it was the same reply as one Kamara did?

Case: Sales Incentive Program

Questions

Q1. Why do Japanese employees think a sales incentive program was not effective for Japan office?
Q2. Do you like the program or not? Why?
Q3. How do you modify the program for Japan office?

Class#7 June 29[対面/face to face]：High / Low context culture

Case: “I was delegated…”

Questions

Q1.What was Mr. Ichikawa’s expectation for Kumar?
Q2.How did Kumar think when he got a request from Mr. Ichikawa?
Q3. Please give Mr. Ichikawa and Kumar advice about how to avoid miscommunication next time.

Case: “Please complete it like what you do with other Japanese company”

Questions

Q1.Why did Japan team do sightseeing within the city before the meeting?
Q2. How do you understand what Mr. Takahashi said at the last time?
Q3. Why were Panda’s expectations disappointed?

Class#8 June 29[対面/face to face]：Masculinity (Feminine vs Masculine)

Case: “Nominucation 1”

Questions

Q1. How do you think the president’s behavior?
Q2. If you were Yumi, how would you behave under the situation?

Case: “Nominucation - Soramichi

Questions

Q1. If you were the president of a company, would you encourage "Nominication" in your company? Why ?
Q2. How, would you interpret the generational views on “Nominication” presented in this case?
Q3. In this case, the frequency of “Nominication” was reported by age group. What other categories do you think are possible?

Class#9 July 6[対面/face to face]：Power Distance (Small vs. Large)

Case “New Japanese president in Korea”

Questions

Q1. Why did president Tanaka behave like that?
Q2. Why Korean employees didn’t accept Tanaka’s behavior?
Q3. If you were president Tanaka, how would you behave?

Case: “A capable boss”

Questions

Q1.Why does Mr. Ueda get a good reputation from his subordinates?
Q2.Why does Mr. Ueda get a low evaluation from Peter?
Q3.How do you advise for Mr. Ueda if he needs to change his behavior? Why?

Case: ”No submission”

Questions

Q1. What is the problem from Jack’s point of view?
Q2.How well do you think Jack understands the reasons for Akash’s behavior?
Q3. What is Jack’s proposal to solve the problem? What other solutions could be there?

Class#10 July 6[対面/face to face]：Business Communication – Japanese point of view

Lecture 1
Reality of business communication in large traditional Japanese company
【Guest Speaker】
Seiya Raiju, VP Global QA/RA at HOYA K,K.

Class#11 July 13[対面/face to face]：Managing conflict

Case “Performance Improvement Plan”

Questions

Q1. how did this happen?
Q2: If you were Manager Kizuki, how would you proceed?
Q3: It is said that communication in business is becoming increasingly difficult. Why is this? And what can we do about it?

Case: “Beautiful Format”

Questions

Q1. Do you agree with the explanation Mr. Yamashita did?
Q2. Why is Japanese meticulous about the format?
Q3. If you were Sharm, how would you do for the request?

Case: “Delivery at an interim stage”

Questions

Q1.Why did the Japanese company test and point out a defect for incomplete product?
Q2. What are problems at this stage?
Q3. If you were Dill, how would you do to improve the situation?

Class#12 July 13[対面/face to face]：Business Communication – Non Japanese point of view

Lecture
How to work effectively with Japanese colleagues as a Non-Japanese

Class#13 July 20[対面/face to face]：Cross Cultural Management

Case “Ben & Jerry’s Japan”

Questions

Q1. What are strengths, weaknesses, opportunities and threads of Ben & Jerry's ?
Q2. What do you think Japanese consumers are looking for in ice cream?
Q3. If you were a member of Ben & Jerry's top management team, what decision would you make - Go with Iida or Go with Yamada or No go?

Class#14 July 20[対面/face to face]：Intercultural Competence

Profile and develop an intercultural competence

1.Analyze your intercultural competency.
2.Create three personal development targets.
3.Share your personal development targets with class mates and get insights

You are required to read a case which will be provided in advance of the class, and prepare your thoughts on questions delivered together with the case.(As a standard, 2 hours for preparation and 2 hours for review: a total of 4 hours.)

近藤彩ほか著『ビジネスコミュニケーションのためのケース学習　職場のダイバーシティで学び合う【教材編】』ココ出版 ISBN978-4-904595-37-4 JPY1,728
(Cases in the book will be translated and distributed by lecturer – Translation was permitted by authors for the purpose of this class)

•Hofstede, G. et al. (2010) Cultures and Organizations: software of the mind: intercultural cooperation and its importance for survival 3rd edition, McGraw-Hill
•Trompenaars, F. and Hampden-Turner, C. (2012) Riding the waves of culture –Understanding Diversity in Global Business, Clerkenwell, London
•Meyer, E. (2015) The Culture Map – Decoding how people think, lead, and get things done across cultures, International edition, PublicAffairs, New York.

Assignments Grade Weights


Contribution to class discussion 80%
Excellent(E)80%
Good(G) 60%
Average(A) 40%
Poor(P) 0%

Final report 20%
Excellent(E)20%
Good(G) 10%
Average(A) 5%
Poor(P) 0%

Total 100%

Encourage students to share their opinion so that all of the participants learn from others, learn diversity.

N/A

I have a long year's experience as a HR Head at several multi-national/local companies and I can lead our discussion both theoretically and practically.