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338 PART 5 • KEY STRATEGIC-MANAGEMENT TOPICS

forum for giving orders and directions rather than for discussing problems or participating
in decision making. Mexican workers want to be closely supervised, cared for, and
corrected in a civil manner. Opinions expressed by employees are often regarded as back
talk in Mexico. Mexican supervisors are viewed as weak if they explain the rationale for
their orders to workers.
Mexicans do not feel compelled to follow rules that are not associated with a particu-
lar person in authority they work for or know well. Thus signs to wear earplugs or safety
glasses, or attendance or seniority policies, and even one-way street signs are often
ignored. Whereas Americans follow the rules, Mexicans often do not.
Life is slower in Mexico than in the United States. The first priority is often assigned
to the last request, rather than to the first. Telephone systems break down. Banks may
suddenly not have pesos. Phone repair can take a month. Electricity for an entire plant
or town can be down for hours or even days. Business and government offices may open
and close at odd hours. Buses and taxis may be hours off schedule. Meeting times
for appointments are not rigid. Tardiness is common everywhere. Effectively doing
business in Mexico requires knowledge of the Mexican way of life, culture, beliefs, and
customs.
The Japanese Culture
The Japanese place great importance on group loyalty and consensus, a concept called Wa.
Nearly all corporate activities in Japan encourage Wa among managers and employees. Wa
requires that all members of a group agree and cooperate; this results in constant discus-
sion and compromise. Japanese managers evaluate the potential attractiveness of alterna-
tive business decisions in terms of the long-term effect on the group’s Wa. This is why
silence, used for pondering alternatives, can be a plus in a formal Japanese meeting.
Discussions potentially disruptive to Wa are generally conducted in very informal settings,
such as at a bar, so as to minimize harm to the group’s Wa. Entertaining is an important
business activity in Japan because it strengthens Wa. Formal meetings are often conducted
in informal settings. When confronted with disturbing questions or opinions, Japanese
managers tend to remain silent, whereas Americans tend to respond directly, defending
themselves through explanation and argument.
Most Japanese managers are reserved, quiet, distant, introspective, and other oriented,
whereas most U.S. managers are talkative, insensitive, impulsive, direct, and individual
oriented. Americans often perceive Japanese managers as wasting time and carrying on
pointless conversations, whereas U.S. managers often use blunt criticism, ask prying ques-
tions, and make quick decisions. These kinds of cultural differences have disrupted many
potentially productive Japanese–American business endeavors. Viewing the Japanese
communication style as a prototype for all Asian cultures is a stereotype that must be
avoided.
Communication Differences Across Countries
Americans increasingly interact with managers in other countries, so it is important to
understand foreign business cultures. Americans often come across as intrusive, manip-
ulative, and garrulous; this impression may reduce their effectiveness in communica-
tion. Forbes recently provided the following cultural hints from Charis Intercultural
Training:

1. Italians, Germans, and French generally do not soften up executives with praise
before they criticize. Americans do soften up folks, and this practice seems manipu-
lative to Europeans.
2. Israelis are accustomed to fast-paced meetings and have little patience for American
informality and small talk.
3. British executives often complain that American executives chatter too much.
Informality, egalitarianism, and spontaneity from Americans in business settings
jolt many foreigners.
4. Europeans feel they are being treated like children when asked to wear name tags
by Americans.