日本人不希望被老板当众表扬

日本人不希望被老板当众表扬 篇一:跨文化案例1 Case Study Age and Status Case Study 2 Praising Japanese in Public Workplaces (在工作场所当众表扬日本人) 琼斯先生(美国经理) 当众表扬苏琦木拓(日本员工) 工作做得很棒，本以为苏琦木拓会高兴的接受，却不料….. Case description: American: Mr. Sugimoto, I have noticed that you are doing an excellent job on the assembly line. I hope that the other workers notice how it should be done. Japanese: (He is uneasy). Praise is not necessary. I am only doing my job. (He hopes other Japanese workers do not hear.) American: You are the finesse, most excellent, dedicated worker we have ever had at the Jones Corporation. 1 Japanese: (He blushed and nods his head several times, and keeps working.) American: Well, are you going to say “thank you,” Mr. Sugimoto, or just remain silent? Japanese: Excuse me, Mr. Jones … May I take leave for five minutes? American: Sure. (He is annoyed and watched Sugimoto exit). I can’t believe how rude some Japanese workers are. They seem to be disturbed by praise and don’t answer you … just silent. 1. Why was the conversation between Mr. Jones and Mr. Sugimoto not so pleasant? 2. Why did they have such different reactions towards praising in public workplaces? 3. If you were Mr. Sugimoto, would you accept praise from Mr. Jones in public workplaces? 4. If you were Mr. Jones, how would you deal with the situation more appropriately? 分析 1. because of the cultural differences 2.Americans like encouragement, they will speak what they think. they are quite open; while japanese are more preserve 2 3. maybe not. because it was not common for japanese to accept praise in public places, including me. but if i was praised in private places, i would accept and thank Mr. Jones. 4. praise Mr. Sugimoto privately 篇二:领导表扬员工的话 领导表扬员工的话 1、 当众不提名表扬 团队成员有一个特点:如果在会议上表扬一种现象，而不是表扬某个人，很多人都会对号入座，认为自己就是这种现象产生的主体，所以上司表扬的就是自己;反之如果是批评一种现象，绝大部分人都会认为自己没有这种现象，批评的主体不是自己。所以当众不提名表扬一种现象，可以起到表扬很多个人的目的，鼓舞很多人的气势。如果当众批评一种现象，自己对这种现象深恶痛绝，越说越气，甚至暴跳如雷，却起不到好的效果，到底如何批评别人，笔者将在以后的文章中探讨。 这有两点需要注意:上面说的是当众，还有就是一定不能直接提名，如果直接提名，起不到表扬的边际效应。还会使被表扬的人在所有的同事面前略感尴尬，被表扬的员工不但不感谢你，反倒埋怨你，埋怨你为什么把他拿出来晒?埋怨你把他脱离群体。事实也是如此，当众提名表扬某个人， 3 很容易将此人列为大家远离的对象。这仔细分析起来没什么大道理，但这就是中国人的特点，细心的管理者一捉摸就能发现这一规律。 2、 一对一口头表扬 要真正鼓励某个人，最行之有效的办法就是一对一面对面表扬。这种表扬方式不但可以真表扬，还常常被用于假表扬真鼓励。也就是说，不但用来表扬某人的某种表现出众的行为和现象，肯定此人以前的工作，鼓励以后的工作。员工的工作激-情往往来源于上司的肯定，而肯定的方式有很多种:譬如升职、加薪等重大表扬，口头表扬也是一种重要方式。假表扬真鼓励指的是某人的综合表现不是很出众，但属于综合素质相对较高的员工，因为种种原因一直没有发挥到最佳能量，这样的人需要用鼓励来调动工作状态。面对面告诉他:他的某种行为非常棒，只要继续努力，一定能够取得更好的成绩。 3、 借上司之口 这种表扬方式适合于核心团队成员和团队老成员。大凡成为核心团队的成员，会处于相对稳定的阶段，工作也不会有太大的变动，毕竟成为经理一级的人物，不是每年都有这样的机会，就是出现了竞争经理的机会，竞争的激烈程度也是可想而知的。核心团队成员多年以来都是在经理本人的鼓励下成长起来的，一旦成为核心团队，同样的鼓励语言出自 4 同一个人之口次数太多就会自然失去影响力。但所有经理都知道:核心团队的士气必须高涨，才能带领整个团队打胜仗。 这就要求经理善于利用自己的上司。总部主管领导寻访市场与销售一线团队见面的机会非常宝贵，作为经理必须充分利用千载难逢的好机会做好两方面的事:一是鼓励团队士气，二是鼓励经销商士气，当然最好能够争取一些资源的支持，至于如何从上司手里拿到资源，笔者会在以后的文章中探讨。每次见到上司之后，向上司汇报某人的某方面优秀表现，之后请求上司在与他的沟通中肯定这种表现，鼓动他继续努力，总部领导一直在关注着他的成长。这样就起到了经理本人无法达到的鼓励核心团队的目的。 经理在日常工作中，要善于发现和积累下属的优点，千万不要吝惜自己的表扬，但也不要随意表扬，表扬是一种工具，是一门艺术。每位经理都要潜心捉摸，不仅仅只有上述三点表扬的原则，要善于用表扬鼓舞团队士气。 编辑提醒:请注意查看“领导表扬员工的话”一文是否有分页内容。原文地址/a/201202/52930.html 本文由百分网提供，原文地址:/a/201202/52930.html转载请注明出处，谢谢～ 篇三:跨文化交际案例分析 Case Study 1 Age and Status 两位同事的矛盾使一家数据处理公司的总经理遇到了麻 5 烦。一方是一位踌躇满志的法裔加拿大小伙子，另一方是一 位有特许签证的年长的中国女性，而此前两人确实很好的合 作伙伴….. Case description: A manager in a data-processing company was having difficulty dealing with a conflict between a young, ambitious French Canadian male and his co-worker, an older Chinese woman who was on a special visa from China. She had recently become uncooperative and had made it clear to the manager that she would not be willing to travel to the capital with her co-worker to hold discussion with legislators about a new product with great enthusiasm. When the manager asked her what the problem was, he received no clear explanation. When he asked her co-worker, the young man had no insights to offer. The young French Canadian was clearly annoyed, however, that the Chinese woman was refusing to share her data with him. That meant he couldn’t make the presentation to the legislators because she had all the key data on her computer disks. The manager repeated questions to her but her “problem” got nowhere. So he changed his approach. He began 6 explaining his concerns, as manger and as spokesperson for the company, about the upcoming meeting with legislators. His explanation about his position was unemotional. In that climate she then felt she could explain her position. She revealed she felt that that as an older, and to her mind, more senior person, she should not be sent to the capitol with a younger employee who would do the presentation of material she had worked hard to develop. That would diminish her status, she felt. The general manger knew the root of his headache. Questions: 1(What do you think caused the conflict? 2. What would you do to resolve the conflict if you were the general manager? 矛盾冲突 这位年长的中国女士投入极大的热情和精力开发产品(却 在最后的关键时刻拒绝与年轻的同事一同去向议员做推介: 当经理和同事问其原因(她并未做任何明确的回答:而当经 理改变策略，不再直接询问原因，而是迂回地讲起自己的困 境时，她才道出自己的顾虑。 在这位资深年长的中国女士 看来，同一位比她年轻的同事一同去国会，并且由对方来做 推介会影响到她的地位和威信，因此她无法同意: 原因分 7 析 造成这一矛盾的文化因素有两方面(对地位、年龄的不同态度以及这种不同的表达方式。人对权力的认识因文化背景的不同而不同。根据霍夫斯特的调查研究，“低权力距离”国家的人强调个人的能力和信用，人与人之间权利和关系的平等，而(”高权力距离”国家，如中国、日本、纬国，强调地位、经验、年龄、资历等，人与人之间存在级别差距;因此在这位年轻的加拿大人看来，在工作上他与这位女士是平等的合作伙伴，并没有地位的差别，自己也有能力参与项目并做最后报告。而在这位中国女士看来，以自己的年龄、资历、以及工作中的付出，与一个年轻人一同去国会，并且由对方来做报告对她来说是一件丢面子的事: 另外(双方表达方式的不同也导致了矛盾的加深。根据霍尔的理论，加拿大是“低语境”国家，中国属于“高语境”文化国家，因此，当她的加拿大同事没有充分考虑到她所处的位置(而是直接问她原因时，这位中国女士采用了婉转回进的策略，没有直接说出自己的想法。而当经理改变方法迂回地说到自己的难处时，在这种语境下她才说出自己的顾虑。 Low power distance &qu(来自:www.zaidian.cOm 书 业网:日本人不希望被老板当众表扬)ot;country on individual ability and credit, the relationship between rights and equality, and.high power distance "countries, such as 8 China, Japan, weft kingdom, emphasizing the status, experience, age, qualifications, existing gap between people level 。So in the young Canadian opinion, in the work he and the woman are equal partners, and the difference in no position, also has the ability to participate in project and do the last report. And in the Chinese women seem to, in their own age, qualifications, and work in pay, and a young man together to congress, and by each other to do the report for her is a lose face: Outside. Both sides expressing way different led to the deepening of contradictions. According to the theory of hall, Canada is "low contextcountries; China belongs to "high contextculture countries, 文化沟通 当与不同文化背景、年龄、地位的人进行跨文化交流合作 时，我们应当充分了解对方价值观中对这些个人因素的看 法，决策前应采用合适的方式进行有效的协商，以便避免和 化解因文化背景、价值观不同引起的矛盾。本案例中的经理 在理解她的难处之后，可以在全公司内正式的公布这位女士 的工作成果，给予高度的认可(同时在议会的报告中也应体 现出其工作的重要意义，使之得，得到应有的重视。 This case of manager in understanding her difficulty after 9 can in all the company released within the formal the lady's work, to give high recognition. At the same time in the parliamentary report should reflect its importance, make, and get the attention it deserves. Case Study 2 Praising Japanese in Public Workplaces (在工作场所当众表扬日本人) 琼斯先生(美国经理) 当众表扬苏琦木拓(日本员工) 工作做得很棒，本以为苏琦木拓会高兴的接受，却不料….. Case description: American: Mr. Sugimoto, I have noticed that you are doing an excellent job on the assembly line. I hope that the other workers notice how it should be done. Japanese: (He is uneasy). Praise is not necessary. I am only doing my job. (He hopes other Japanese workers do not hear.) American: You are the finesse, most excellent, dedicated worker we have ever had at the Jones Corporation. Japanese: (He blushed and nods his head several times, and keeps working.) American: Well, are you going to say “thank you,” Mr. Sugimoto, or just remain silent? Japanese: Excuse me, Mr. Jones … May I take leave for 10 five minutes? American: Sure. (He is annoyed and watched Sugimoto exit). I can’t believe how rude some Japanese workers are. They seem to be disturbed by praise and don’t answer you … just silent. Questions: Why was the conversation between Mr. Jones and Mr. Sugimoto not so pleasant? Why did they have such different reactions towards praising in public workplaces? If you were Mr. Sugimoto, would you accept praise from Mr. Jones in public workplaces? If were Mr. Jones, how would you deal with the situation more appropriately? 分析 矛盾冲突 从对话中可以看出，琼斯先生认为在其他工人面前表扬苏 奇木拓先生是对他工作的肯定(也是对他个人的认可，苏奇 木拓先生应该高兴地接受，不必遮遮掩掩不好意思，更不应 该一句话不说就走了。但琼斯先生只是从美国强调个人的概 念出发，却不熟悉日本人是如何看待个人和集体的关系，不 知道如何向日本同事表示欣赏和赞扬(结果适得其反。琼斯 先生和苏奇木拓交流失败的原因主要在于都对双方的文化 11 了解不深，特别是双方对个人与集体关系的看法不同。 原因分析 在霍夫斯特的“个体取向与集体取向”53 个国家和地区的 列表中美国排在第一位(而日本排在22 位，这意味着美国 是非常强调个人主义的国家，而日本更注重的是集体。在美 国鼓励个人创断，提倡竟争(个人会因业绩优异而受到上司 表扬，这是一种典型的美国式做法。特别是如果在同事面前 受到表扬，个人会觉得很自豪，因为成绩得到了上级的认可， 同时也在同事中间表现了自己，实现了 自我价值。在美国， 受到表扬的人往往会说“谢谢”’以作回答。The United States is very stressed individualism country, and Japan are more focused on their collective. In the United States encourages individual creative, advocating competition. Individual will and excellent performance by boss for praise, this is a kind of typical American practices. Especially if in front of my colleagues have been praised, people will feel very proud, because the results obtained superior approbate, and also in among colleagues showed, realize the ego value. In the United States, who praised will often say "thank youto answer ".所以案例中的琼斯先生认为苏奇木拓先生也 应该以这样的方式接受表扬。出乎他意抖的是，那位受到表 扬的日本工人对他的表扬感到不安，没把表扬当回事:美国 12 经理接着用更肯定的语气维续表扬他，如用英语中的最高级 形容词“最优秀的”、“最杰出”、‘最勤奋”等等。使他更吃惊 的是:他的这番赞扬之词使那位日本工人更1 危脸，脸一下 红了起来，只是理头干活(不再言语，仅仅点了两下头。对 于这样的回答或拒绝表扬(美国经理实在是无法理解，也无 法忍受这种沉默不语，于是直截了当地向他发问道:“你打 算说声谢谢呢，还是要选择继续保待沉默呢,”责备他表现 “没礼貌”。The manager was unable to understand, also can't stand for the silent, then to straight out he hair asked: "are you going to say? Thank you, or to choose to continue the stay silent?Blame him to show "rude".他所不知的是，日本是典型的集体主义 国度，在日本个人要忠实于集体，集体内部的成员要团结一 致不倾向于突出个人业绩(而是强调集体协作。所以当苏奇 木拓先生在同事面前受到表扬时，非常地局促不安(只是低 头干自己的事情，甚至要求要离开五分钟，没有正面给琼斯 先生任何答复(因为他觉得这样把他和所属的集体分离开 了(使他在同事面前失去了面子。另一方面(美国经理由于 对日本文化特点的无知，公开表扬不仅把那位日本工人弄得 无言以答，而且会失去在其他日本工人对他的尊敬。Japan is typical of collective socialist country, in Japanese individual should be faithful to the collective, the members of the 13 collective to internal unity don't tend to outstanding individual performance. But emphasize the collective cooperation. So when SuJiMu Mr Extension in front of my colleagues when praised very ill at ease. Just do their own things down, even want to leave five minutes, no positive for Mr Jones any reply. Because he felt that he and the subordinate to the collective isolates. To his in front of my colleagues lost face. On the other hand. The manager because of Japanese culture characteristics of ignorance, public praise not only the Japanese workers make could answer, and will lose in the other Japanese workers to his respect. 从对话中也可以看出苏奇木拓先生不接受当众表扬，却只 是保持沉默，甚至要走开，没有把他的不满当众表达出来。 这样的行为使得琼斯先生认为日本员工不礼貌。这一交际失 致和日美两国交流方式不同有很大关系。根据霍尔(Hail ) 的“高语境”和”低语境”理论，日本是典型的高语境国家，交 流方式含蓄委婉，不会轻易在众人面前表达不满，会更多的 依赖于非言语交流("High contextand "low contexttheory, Japan is typical high context countries, communication implicative tactful, not easily in the presence of all express discontent, will be more dependent on 14 non-verbal communication.如苏奇木拓先生不作回答保持 沉庆，只是干自己的工作，以此表示对当众表扬的不满。而 美国属于”低语境”国家，习惯直接的语言交流方式，. And the United States belongs to "low contextcountries, used to direct language communication当苏奇木拓先生显得不安 时，球斯先生却说“你打算说谢谢呢，还是要选择沉默,”。 当苏奇木拓先生要求离开时，琼斯先生就认为没有任何回答 就离开是不礼貌的。 文化沟通 双方应该对彼此的文化有所了解，应该清楚两种文化对个 人的不同看法和不同的交流方式(不要总是从自己的出发点 看问题。琼斯先生应该知道最好不要当众表扬某个日本人， 而是应该私下单独表扬，或者会开表扬某个集体或团队;要 清楚日本人的交流方式比较委婉间接，为了集体的和谐他们 通常不会在公开场合表示不满。而苏奇木拓先生也应该了解 美国时个人的重视，公开表扬个人是对他能力的认可;美国 人更喜欢直接的语言交流，有什么想法要说出来，而不是要 保持沉默或是回避Both sides should understand the culture for each other, should be clear that two kinds of culture on personal different views and different way of communication. Don't always look at problems from their starting point. Mr Jones should know better not praise in public a Japanese, but should praise alone, or will open 15 praise a collective or team; Want to be clear about the Japanese way of communication more tactful indirectly, to the harmony of collective they usually don't publicly expressed dissatisfaction. And SuJiMu Mr Should know the extension of the individual attention when, public praise for his personal ability is the approval; Americans prefer direct language exchange, have what idea to say, but not to remain silent or avoid Case 3 A British General Manager in Thailand 英国总 经理在泰国 一位英国总经理来到泰国上任，到任之初，没想到使用什 么样的车上班这个小问题给他带来了不小的烦恼……. Case description: A British general manager upon arrival in Thailand refused to take his predecessor’s car. The Thai finance manager asked the new GM what type of Mercedes he would like, then, The GM asked for a Suzuki or a Mini, anything that could be handled easily in the congested traffic in Bangkok. Three weeks later the GM called the finance manger and asked about prospects for the delivery of his car. The Thai 16 lost his reserve for a moment and exclaimed: “we can get you a new Mercedes by tomorrow, but Suzuki take much, much longer.” The GM asked him to see what he could do to speed up the process. After four weeks the GM asked to see the purchase order for the car. The purchasing department replied that, because it would take so long to get a small car, they had decided to order a Mercedes. The GM’s patience had run out. At the first management meeting he brought the issue up and asked for an explanation. Somewhat shyly, the predominantly Thai management team explained that they could hardly come to work on bicycle. Questions: Why did the GM have difficulties in getting a Suzuki or Mini? Why did the management team say they could hardly come to work on bicycle? 原因分析 泰国是等级观念很强的国家(泰国传统文化价值观的核 心，如家长制、权威索拜，等级观念等是人们日常行为所公 认的准则，甚至是一种“生活方式”人们认为社会等级制度时 人有好处(所以不会向社 17 会等级制度挑战。泰国的社会生活强调等级观念，依赖于 等级关系。而在公司等社会机构中，强调正式的组织结构， 各个等级保持一定的稳定性。Thailand is hierarchy strong country. Thailand traditional cultural values of the core, such as the patriarchal system, and the authority and worship, level is the concept of the people daily behavior of accepted standards, or even a "lifestylepeople think social hierarchy system people have good. So will not give in to the social hierarchy challenge. Thailand's emphasis on social life hierarchy, rely on hierarchy relationship. And in the company and other social organizations, emphasizes formal organization structure, each level maintain certain stability.因此，在本案例中，最后泰国职员的解释是，如果 总经理的用车降低水准，公司所有职员的用车要整体降级， The general manager of the lower level fruit transport, the company all staff transport to the whole downgraded,最终有 些职员必须要骑自行车上班，而这是他们不愿也无法做到 的。在英国文化的价位观中，权力之间的距离很小(具体工 作之外，人们之间是平等的，公司中的领导者用车是为了工 作，为了提高的业绩，因此英国经理看来(交通工具的选用 是为了提高工作效率(每个人都有选择的自由，自己选用什 么样的车与公司其他人无关。In British culture on the price, 18 the distance between the power is small. The specific work outside, between people is equal, the leader is in order to transport the work, in order to improve the performance, so Britain the manager looked. Traffic tools in order to improve the work efficiency is choose. Everyone has the freedom of choice, oneself choose what kind of car company has nothing to do with others. 文化沟通 本案例中，如果英国经理坚持一意孤行，很容易引起泰国 员工的集体反感，会有被架空的危险。在跨国组织中，遇到 这种情况应从实际环境，即地理环境及当地文化习俗，占主 导成员的文化背境出发，考虑大多数人的习惯和意见，做出 不影响团队成员工作积极性和工作业绩的决策 第 页 case 4 怎样理解微笑, 微笑是友好的表示，理应得到友好的回应。但是，向别人 道歉时微笑是否显得适当,不同国家的人有不同的理解。处 理不当，很可能带来意想不到的结果?? Case description: Peter is the general manager of an American company in China. Recently, Jun Chen, one of the Chinese managers 19 made a mistake at work that caused some difficulties that required a lot of effort to fix. Jun Chen was very upset about what had happened, and came to Peter’s office to make a formal apology. Jun Chen went into Peter’s office after being told to, smiling before he spoke. “Peter, I’ve been feeling very upset about the trouble I’ve caused for the company. I’m here to apologize for my mistake. I’m terribly sorry about it and I want you to know that it will never happen again.” Jun Chen said, looking at Peter with the smile he had been wearing since he walked into the office. Peter found it hard to accept the apology. He looked at Jun Chen, and asked, “are you sure?” “Yes, I’m very sorry and I promise this won’t happen again,” Jun Chen said, with a smile even broader than before. 20