Case Study 1 - The Last Samurai
Our process:
Tash: Organising and creating timeline
Emma: Scribe/collating information into one document
Ash: Research into case study issues
Emily: Formulating group KPI’s
Sam:motivator
TIMELINE:
8 STEP PBL (Problem Based Learning) Process:
1. Identify unknown terms & concepts:
Cultural diversity, cultural intelligence and Hofstede Theory.
2. Define the problem statement
We need to explain cultural diversity in relation to the case study, exploring definitions and concepts on culture and diversity, using the appropriate PBL approach.
We need to show the trail of the methods we used to respond to the problem.
3. Analyse the problem’s underlying concepts
Grasping a deeper understanding of cultural diversity and it its effect in the workplace
4. Identify the concepts needed in problem solving
define unknown terms and concepts
5. Formulate learning goals for this problem solving
Link our findings with the case study
Be able to use the PBL approach effectively
6. Collect more info → conduct literature research to address the problem solving
searched databases to find relevant information.
7. Synthesize/design, validate & share the solution
created google drive document and presentation to collaborate our findings.
8. Debrief reflect and evaluate whether learning goals were achieved & improvement areas
peer evaluations
self assessments
KPI'S
1. Making sure that all tasks are completed according to the timeline
2. Successfully worked through the 8 step process
3. Keeping high group morale through encouragement and support
What is culture in a business context?
Culture in a business context refers to the values, ideas, expectations and beliefs shared by members of an organisation. Culture in business can be broken down into three different levels 1. Observable Culture. 2. Shared Values. 3. Common Assumptions
What is cultural intelligence?
The ability to identify and interpret unfamiliar and ambiguous human actions,gestures and speech patterns the way that people of that cultural group would.
3 components of cultural intelligence
Cognitive (Head)
Physical (Body)
Emotional/motivational (Heart)
(Earley & Mosakowski, 2004)
The Importance of cultural intelligence in business:
The ability to interact in a diverse business environment with direct and indirect communication is increasingly being demanded of by managers and professionals in management (Ramsey, 2011).
Respecting and understanding other cultures will aid in developing business relationships and networks on a global scale.
Individuals with high cultural intelligence have the ability to transfer social skills across cultures which will benefit themselves and their company in business dealings
(Scholl, 2009).
Hofstede's Theory
Hofstede’s theory relates to the effects of a society’s culture on the values of its members, and how these values effect their behaviour. Today the theory proposes six dimensions, individualism, collectivism, power distance, uncertainty avoidance, masculinity, and long term orientation.
Individualism refers to a society where everyone tends to look after themselves, and have a general belief that personal goals and interests are more important than group interests.
Collectivism refers to a society where people are integrated into strong groups. They consider themselves members of an extended nation/family/culture, and have a strong respect for tradition. Stronger focus on the social system.
Power distance represents the extent to which members of a society accept the inequality between those with high power in organisations and institutions and others who are at a lower level. It is usually evident that those with a higher level of power are more likely to accept this inequality.
Uncertainty avoidance is the extent to which members of a society feel threatened by unknown/uncertain situations. Individuals are more concerned with security in life, and are unlikely to deviate from the norm. Individuals with high uncertainty avoidance strongly believe in loyalty to culture.
Masculinity/Femininity. Masculinity refers to a society in which there are clearly defined gender roles. Masculine individuals are typically characterised as assertive, aggressive, ambitious, competitive, and oriented toward money and material objects. In contrast, femininity refers to a society where gender roles overlap. Feminine individuals are modest, humble, and nurturing.
Long term/short term orientation. Long term orientation focuses on future rewards, while short term orientation focuses more on the past and present - and these individuals are more likely to have more respect for tradition. This dimension focuses on the extent to which a culture emphasises the value of short term or long term orientation.
Swaidan, Z., & Hayes, L. A. (2005).
Case Study
1. Define what cultural and diversity definition concepts are referred in the case study. In "The Last Samurai", Algren is from a culture where there is a high level of individualism - everybody cares mostly for themselves and aims to increase their own wealth with disregard for tradition. He is thrown into a culture where tradition is sacred, and needs to adapt his own views and beliefs in order to be accepted. Algren the American comes to Japan and learns to adapt to their culture and their ways as he gains an understanding of it by his battles and trauma. Because of this and his struggle to accept and embrace his own culture it leads Algren to more easily adopt the Japanese culture. This is evident in his behavior which would suggest him to have a high cultural intelligence, and that may be why he develops a deeper relationship with Hiroatro's widow and children. In "The last Samurai" Algren comes from America to Japan, in order to be accepted he must learn the ways of the Japanese. As they have differing values, ideas and beliefs. Algren learns to adapt as he discovers the trauma his own culture has caused.
References used:
Earley, C., & Mosakowski, E. (2004). Cultural Intelligence. Harvard Business Review. (pp 139-146)
Ramsey, J. R., Jordan, N. L., Geovana, Z. G., & Plinio Rafael, R. M. (2011). Cultural intelligence's influence on international business travelers' stress. Cross Cultural Management, 18(1), 21-37.
Scholl, D. H. (2009). The relationship between cultural intelligence and the performance of multinational teams. University of Phoenix). ProQuest Dissertations and Theses, , 162-n/a.
Seminara, C. A. (2009). Today's samurai: A study in the role of cultural intelligence in one japanese social service organization's adaptation to the american workplace. Capella University). ProQuest Dissertations and Theses, , 127.
Swaidan, Z., & Hayes, L. A. (2005). Hofstede Theory and Cross Cultural Ethics Conceptualization, Review, and Research Agenda. Journal Of American Academy Of Business, Cambridge, 6(2), 10-15.
Wood, Zeffane, Fromholtz, Wiesner, & Creed. (2010). Organisational Behavior Core Concepts and Applications, (2nd ed). New York, USA: John Wiley & Sons.
Reflection:
Towards the end our roles blended together and we ended up helping each other with the entire project.
Everybody equally pulled their weight in the group.
We completed all tasks relating to the timeline on time or early.
Successfully worked through the 8-step process in relation to the case study
Group morale was kept high through encouragement of others in the group.
