Mr. D was delegate abroad to set up a new company plant. His company invest a lot of money on the new plant and the new building was measure up highest standards. During the building the course of the local river was even change so the new plant can use hydroelectric power. Apparently, the local team was not happy with this innovations and changing. Some of employees called in sick or had just not come. The local team brought also flowers and food to the building and leave this in front of it. All efforts from Mr. D to discover the reasons of such strange behavior of local team was unsuccessful. No one from employees wanted don't only speak to him, even look into his eyes. Hopeless Mr. D, very prosperous and respected manager in his country,
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Mr. D's company invested a lot of money for new plant and “the building was built to the highest modern standards”. Indubitably it cannot be done without changing of nature. This fact point out the model of human behavior called Mastery over Nature by Kluckhohn and Strodbeck. It is mean, that this response allows people to control nature and change it how they want, so Mr. D’s company “even involved changing the course of the local river so as to provide hydroelectric power for the plant“(ll.4/5). Clearly, such innovations was uncomfortable for local workers and “Mr. D often saw that the local workers would leave food and flowers outside of the building“(ll.6/7). The local stuff was unsettled that Nature was chanted and destroyed. Mr. D had even worsted this situation by removing this food and flowers “as the company was using hazardous materials so it was important that the emergency exits were free at all times in case the building needed to be evacuated“(ll7/8/9). Go back to the definition of the culture dimension by Kluckhohn and Strodbeck the behavior a local people match to Harmony responses with Nature. For them it is important every day to live in harmony with …show more content…
D and local staff. |The local staff refused to enter a new building and many of them stopped to come at work as well, so Mr. D cannot set up the new plant successfully. After few make an attempts to get the answer of such strength behavior from a local workers and didn’t get an answer, Mr. D made a second mistake. “Mr. D became very frustrated and shouted at his local manager in front of his team when he avoided answering his questions on the topic”(ll.10/11). So, “the rest of the staff then left the building and Mr. D had no idea what had gone wrong”(l.11). Low context vs. high context culture dimension by Hall appears in this situation. Mr. D used to low context, where people use to be direct, more focus on verbal communication than body language, stay simple and clear in what they might. The local people did not use to be like that. They have high-context culture and it is commend in such society to be indirectly, avoid the open critic, to use more nonverbal
Mr. D's company invested a lot of money for new plant and “the building was built to the highest modern standards”. Indubitably it cannot be done without changing of nature. This fact point out the model of human behavior called Mastery over Nature by Kluckhohn and Strodbeck. It is mean, that this response allows people to control nature and change it how they want, so Mr. D’s company “even involved changing the course of the local river so as to provide hydroelectric power for the plant“(ll.4/5). Clearly, such innovations was uncomfortable for local workers and “Mr. D often saw that the local workers would leave food and flowers outside of the building“(ll.6/7). The local stuff was unsettled that Nature was chanted and destroyed. Mr. D had even worsted this situation by removing this food and flowers “as the company was using hazardous materials so it was important that the emergency exits were free at all times in case the building needed to be evacuated“(ll7/8/9). Go back to the definition of the culture dimension by Kluckhohn and Strodbeck the behavior a local people match to Harmony responses with Nature. For them it is important every day to live in harmony with …show more content…
D and local staff. |The local staff refused to enter a new building and many of them stopped to come at work as well, so Mr. D cannot set up the new plant successfully. After few make an attempts to get the answer of such strength behavior from a local workers and didn’t get an answer, Mr. D made a second mistake. “Mr. D became very frustrated and shouted at his local manager in front of his team when he avoided answering his questions on the topic”(ll.10/11). So, “the rest of the staff then left the building and Mr. D had no idea what had gone wrong”(l.11). Low context vs. high context culture dimension by Hall appears in this situation. Mr. D used to low context, where people use to be direct, more focus on verbal communication than body language, stay simple and clear in what they might. The local people did not use to be like that. They have high-context culture and it is commend in such society to be indirectly, avoid the open critic, to use more nonverbal