Essays on Cross-Cultural Communication Scenario Assignment

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However, Wang had never been to any English-speaking country, despite being a good English speaker. He was also less familiar with Western cultural norms. Unfortunately, Wang could only get innovative when working within a group. He felt difficult adjusting to the individualist culture that made him reconsider the offer. Cross-Cultural Communication Scenario Background                       After graduating from the City University of Hong Kong in 2008 at the age of 15, Yitzuka Wang was absorbed into Hitachi Software Engineering Company in Tokyo, Japan where he specialized in designing and developing software for information systems management.

Along the way, Wang developed a series of anti-phishing software, such as SiterWatcher, whose end-user downward reached 100,000 within the first month of launching, and whose enterprise version sold 12 licenses in 2009. Wang was also the developer behind EmailWatcher in 2010, which is a plug-in email filter for Microsoft Outlook that analyses web pages and fishy universal resource locators.                       Wang’ s genius was secretly whispered in Hitachi’ s corridors, and when Fred Morgan visited the firm in 2010 while looking to expand his business in Japan, Hitachi was his first stop.

Fred was the entrepreneur behind Fervid Business Solutions. The company manufactured business management software in Melbourne, Australia. He started the company in 2003, after seeing a niche in the market for the manufacture of business management software, particularly for building customer relations and managing the supply chain. The company had 50 members of staff, six of them were dedicated to administrative tasks while the remaining were software developers, content developers, and marketers.

References

Hynes, K. (2007). "A case study: cross cultural misunderstanding in the workplace," Language, Culture and Communication, vol 39, pp11-23

Kawar, T. (2012). "Cross-cultural Differences in Management," International Journal of Business and Social Science vol 3 no 6, pp.105-111

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