Training Program: Part I
The below table outlines differentiating cultural aspects of three Asian countries. The table includes information that will be used to develop a training plan for Coca Cola, which has a presence in each location. The training program is being created as part of a cultural awareness plan, to help Coca Cola’s US employees recognize differences in the cultures and communicative styles of their international colleagues. Specifically, their differing leadership styles and culturally appropriate motivators.
Part I
Japan
Hong Kong
Thailand

Communicative styles

Summarize the main features of communicative styles.

Indirect communication. High context culture, feelings and thoughts are not explicitly expressed. Japanese do not shake hands when greeting, they bow, and depth of the bow reveals their social standing. Paralanguage (silence), the Japanese utilize silence to think the situation over before answering. 30 seconds is a standard pause before answering. Prefer to make decisions in private venues.
Believe in facial expression, tone of voice and posture for clarification of thought and emotion. Interpret frowning during conversation as a signal of disagreement. Hence, they continue an impassive expression when communicating. Business people regularly speak in calm and gentle tones.
Indirect communication. Respond to direct questions with “yes” or “okay” only to specify that they heard what others said, but it is not that they always have the similar attitude with it. Disagreement and direct quarrel is avoided.
Low Context Culture, their verbal messages are usually explicit. Thailand uses a lot of nonverbal elements and usually dances around the subject. They see communication as a form of art. They feel that it is very rude and improper to disagree with someone in front of another person

Leadership styles

Summarize the preferred leadership styles.

Delegate authority. Participative decision-making culture. Japanese feel a strong kinship between employer and employee. Focus on group/ Company-wide goals.
Paternalistic attitude to subordinates. Instructions are given and the manager expects them to be carried out without too much debate. Legitimate power.
Thai sector system, leadership focus on goal orientation is ranked most highly. Thailand must consider the needs of the groups as superseding the needs of the individual. Emphasis are placed highly on group orientation and teamwork

Business ethics

Summarize the most valued business ethics.

Make decisions based on shared values, socialites, and perceptions of their obligations. Deception considered acceptable if it has a positive effect on larger issues such as family, company or the state
The exchange of gifts is an element in business relationship development. Will accept kickbacks and offer bribes to gain power and business advantage.
Business decisions are slow and must pass through many levels. Discussing business before being acquainted is impolite. Their top management is usually a family member. They prefer to work late in the evening rather than early in the mornings.

Motivators

Summarize the most valued motivators.

Will cut salaries to motivate employees and build urgency/team spirit. Sink or Swim mentality. Work is very important in the lives of the Japanese. Individual rewards are frowned on, focus on the group effort.
Motivated by recognition, self-worth and promotion.
There are really no incentive for Thailand’s to stay on one job. They are able to find a low paying job anywhere and at any time. Management could pay the employee triple the going rate or give them a legal share in the company ownership.
Part II
Potential conflicts may include differences in work atmosphere and employer/employee relationships. Asian managers take