HAMG 2330 Lecture Notes - Lecture 3: Foodservice

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scarletcod466

22 Aug 2017

School

ACC

Department

Hospitality Admin/Mgt

Course

HAMG 2330

Professor

Garner, B

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Michael should plan carefully and thoroughly before breaking the news to his employees because of the risks and consequences that a change involves. He should first plan the change itself then plan how to deal with the effects of change on his employees. The best way to for michael to plan for a change is to involve his employees because they are the ones being affected by it, because this will increase their commitment and involvement in ensuring the change is successful. The first essential michael should develop open communicate and trust with his employees. He can reduce fear with facts by stating exactly what the change will be, who will be affected and how, when it will take place and why. He should allow his employees to feel free in expressing their feelings, to ask questions, and to voice complaints.

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Scenario Description:

Overview: James Pratt has just been tasked with handling international clients. He needs to close a deal with Norio Tokunaka from PopWear that has already been thoroughly worked out with Michaelâs predecessor, Roger Small. Michael is unaware of the need to establish a relationship with Norio before he discusses business. Norio becomes disenchanted and refuses to sign the deal.

Profile:

James Pratt is the Director of Foreign Sales at Mustang Jeans, a U.S. company. After working at Mustang as a real estate attorney for six years, acquiring property for retail and manufacturing, Michael moved into sales at an executive level.

James is very much a no-nonsense straight-ahead kind of guy. He is friendly, but not big on small talk. He fits the stereotypical American businessman in many ways: informal, a little loud, all about money, very direct and forthright. Michaelâs career has centered in national salesâthis is his first foray into international business. Mustang Jeans is reorganizing to increase efficiency. All managers are now assuming larger territories.

Norio Tukunaka has worked at PopWear, a large Japanese retail clothing chain for his entire career. He has also been working with American companies for many years, importing a variety of products. Most of these American companies are alliances that were formed by Norioâs superiors, many years before. All of Norioâs accounts are pre-existing accounts as opposed to newly created accounts. This year, PopWear is expanding its contemporary clothing line, which includes adding new suppliers and new brands.

In his current position as Vice President of Merchandising, Norio is responsible for expanding the contemporary clothing line, which includes adding new suppliers and brands for PopWearâs 36 stores throughout Japan.

Norio has been working on a deal with Michaelâs associate Roger Small for a very long time. Michael has just taken over this region. Rogerâs report indicates that the Norio account is a done deal, with only logistics and details remaining. Michael and Norio are having their first meeting.

Scene Set-up: Norio arrives at Michaelâs office after arriving from Japan.

Scene Location: Michaelâs office at Mustang Jeans corporate headquarters in the U.S.

The Meeting - Summary: Michael spends less than a minute building rapport with Norio. He then begins to talk about signing the deal that had been previously worked out with Michaelâs associate Roger. Norio wants to continue to talk about good Japanese food and seems insulted that Michael doesnât like eel. Michael continues to press for the deal but Norio is very evasive.

Michael then gets interrupted by his assistant notifying him of his next appointment. He apologizes to Norio about the short amount of time that he has to spend with him.

3 Days Later â Norio comes back and Michael apologizes for the prior meeting. When asked to sign the deal again, Norio suggests that heâs been talking to other companies in the past few days in New York. He doesnât commit to the deal and says heâd enjoy hosting Michael in Japan and hopes they can maintain their relationship. He leaves before signing the deal to catch a plane.

Afterthoughts â Summary: Michael notes his frustration with the interaction. He acknowledges that he should have waited for Norio to start talking about the deal first. He understands that Japanese businesspeople place a high priority on relationships but also points out that he didnât have a long time to devote to small talk when it was unclear whether Norio was going to sign the deal or not.

ANSWER THE QUESTIONS BELOW!!!!!!!!!!!! THANKS

1. How did the differences between Japanâs and the United Statesâ national cultural values affect communication between Norio and Michael?

2. What information should Michael have possessed before meeting with Norio?

3. Why is Norio acting somewhat evasive with his responses? What is Norio hinting [when he mentions that Roger likes sushi]?

4. What could Michael have done better in the second meeting to continue the business relationship?

5. How can business communicators effectively learn more about different cultures? Should business communicators memorize isolated facts (e.g., a cultureâs typical greeting or attitude toward punctuality) or try to create a more holistic picture?

6. Besides broad cultural values and differences, what other main factors often vary between cultures and may have influenced the interaction between Michael and Norio?

7. Despite their many differences, do Michael and Norio share some common goals? If so, what are these goals and how might Michael have used some persuasive communication techniques to emphasize these shared goals?

8. What can business communicators do to enhance their cross-cultural communication skills?

Please discuss the following, written by Thomas Hobbes in his book, Leviathan (1651):

If a covenant is made, wherein neither of the parties performs presently, but trust one another; in the condition of mere nature, which is a condition of war of every man against every man, upon any reasonable suspicion, it is void; but if there be a common power set over them both, with right and force sufficient to compel performance, it is not void. For he that performeth first, has no assurance the other will perform after; because the bonds of words are too weak to bridle men's ambition, avarice, anger, and other passions, without the fear of some coercive power; which in the condition of mere nature, where all men are equal, and judges of the justness of their own fears, cannot possibly be supposed. And therefore he which performeth first, does but betray himself to his enemy; contrary to the right, he can never abandon, of defending his life, and means of living.

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XYZ Corporation is undergoing a merger with a larger company. This merger will bring XYZ into the twenty-first century technologically but will also bring about a number of other changes. As XYZ is the acquired company, about one-third of its workforce will be laid off. The reasons for the layoff have been clearly explained, and Virginia, the respected president of XYZ, is implementing the layoff in the best interests of the company, even though it is very painful for her. A number of the best employees and managers started looking for new jobs before XYZ announced who would be laid off and who would stay. Most employees are putting in long hours, and the company exercise room is full as managers and employees try to burn off their fears and frustrations with these changes.

Virginia is really excited about these changes and about the positive outcomes for the future of the company and its employees. Virginia has handled things well but is under a lot of pressure. She obsesses about being organized. She carries her pager into the restroom with her and is constantly talking on her smartphone. She likes to have her computer terminal on whenever she's in the office, just in case she needs it and is very uncomfortable when she has to travel without her laptop computer with its portable Wi-Fi hot spot.

John was promoted from the first-line supervisor to VP of operations because all of the other managers found new jobs when the merger was announced. He didn't want the job, but he had to take it to stay at XYZ. He's had to give up daily interaction with his production line people and begin performing tasks for which he has little preparation or experience and that he doesn't particularly care for, such as attending lots of meetings. He's bearing up well and so far has been able to handle the increased responsibilities.

1. Refer to Case 14.1. The primary cause of stress for most of the employees of XYZ would most likely be

a. Incompetent leadership.

b. noise pollution.

c. the change brought on by the acquisition.

d. multitasking.

2. People often forget this secret to making a positive first impression.

a. Be aware of your own feelings when meeting someone for the first time.

b. Examine your professional presence.

c. Focus on making the other person feel good about him - or herself.

d. Offer a handshake.

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HAMG 2330 Lecture Notes - Lecture 3: Foodservice

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