Answer 1
The major outcome or result of the negotiation that the Japanese manager wishes to achieve as a result of the negotiation is understanding, integration and acceptance. The Japanese manager wishes to close a deal that will see the firm supply and sell its electronics in the giant store. The negotiations seek to integrate the two cultures of the two organizations and make them have the correlation that will enable them conduct business. Moreover, the result of the negotiations would be to form an understanding and acceptance. The manager would want the firm based in the United States to accept the products that it offers and sell them to the retailers in the country. Understanding of the terms and conditions is also another outcome that the negotiation hopes to achieve. All these are components of a cross-cultural exchange that will emanate from the negotiation of the Japanese manager and the Wal-Mart representative.
Answer 2
Hofstede cultural dimensions attempt to explain the different cultures of different people in the work places. The dimensions try and explain the relationship or connections that people use to understand the cultures of other people. On this perspective, Mr. Tanaka has tried his best to interact with his fellow citizens in Japan and established a relationship that is strong and that can stand the test of time. The relationship has contributed to his success in the mother country and he has enabled his company gain more customers and sell its products more to the public. The cultural dimension that may have directly led to his success as advanced by Hofstede is Individualism. Japan has a low index of individualism and this translates to strong connections between members of the society. Low individualism levels translate to cohesion and there is loyalty and respect amongst all members of the family.
This cultural dimension is correlated with the success of Mr. Tanaka in is country because all the members and managers of other organizations have listened to him and given him the opportunity to market the products. Moreover, the other organizations have respect for the manager and this has led to the success of both organizations. The value that is in Mr. Tanaka that has made him a respected figure in Japan is his friendliness and loyalty value. The manager is friendly and free with all the stakeholders of the corporations that trade with the company at home. He is determined and hardworking as he enjoys a good working relationship with the other managers. In addition, Mr. Tanaka is loyal to the people of his country as he wants the products of the firm he represents to be sold in the country of origin first. These are some of the values that are outstanding in Mr. Tanaka and have made him a successful marketer.
Answer 3
Edward T. Hall advanced several cultural factors that aid in a better understanding of different cultures between people in different places. In this context, the consulting firm aims at helping Mr. Tanaka understand the discrepancies between culture in the United States and in Japan. Edward advanced the high and low context components of culture. In the high context, much is taken for granted. In the low context cultural dimension, more explanation is needed and there occurs very minimal misunderstanding between the involved parties. The consulting firm should, therefore, use the low context cultural factor to help Mr. Tanaka understand the culture of the executive in the United States. There are various ways in which the firm may use to help the manager comprehend with details the culture. One such way is by use of verbal communication. Verbal communication is advised between the parties and this will improve the culture exchange between the two officials. Since there will an exchange of deals between the two managers of the two countries, low-context culture is advised . The two managers need to understand the terms and conditions of the contract and this call for detailed explanation.
Cross-cultural knowledge can greatly improve the chances that Mr. Tanaka will get a positive outcome out of his journey and negotiations with the executive of Wal-Mart. There are certain aspects that can support this proposition. The understanding of cross-cultural differences between persons of different organizations helps in improving communication between the concerned parties. If Mr. Tanaka is in proper understanding of the culture of executives of Wal-Mart, he is in a better position of convincing Kelly to take up on the offer and sell the products of the company in the stores. He will be more articulate and convincing in his proposition and this will help him get a positive feedback and a good business deal. In addition, cross-culture comprehension will assist the manager in comprehending areas that are critical to the company . These will include the contract and other specifications and terms as laid by the store. The manager will have prior knowledge on all areas to comprehend and on the areas to improve. In conclusion, individuals are advised to understand the discrepancies in cultures if they are determined to relate well and conduct business with others.
References
Changing Minds. (2014, October 9). Hall's Cultural Factors. Retrieved October 9, 2014, from http://changingminds.org/explanations/culture/hall_culture.htm: http://changingminds.org
Oshlyansky, L. (2014, October 9). Cultural Modelsin HCI: Hofstede, Affordance and Technology Acceptance. Swansea University , 15-58.
