Moto: Coming to America

The next silence comes after a week of continued daily meetings and foretells the relationship’s passage from casual to physically intimate.  Before the silence is noted, Dmitri and Anna are at a jetty admiring the sea and watching the boats come and go, and Dmitri is watching Anna closely; as she chatters aimlessly, he notices her movements and the shining in her eyes, all of which are the backdrop for the rising tension that peaks during a moment of silence:  ‘“The weather’s improved towards evening,” he said.  “Where shall we go now?  Shall we take a drive somewhere?”  She made no answer.’  Anna’s failure to respond (her silence) marks the height of the tension and is immediately followed by a sudden embrace, a passionate and romantic kiss, laden with the nervousness that comes with public indiscretion, and finally, the suggestion from Dmitri that the two go to a private place to consummate the relationship:  “Let’s go to your place…” he said softly.  And they both walked quickly’.  Once again, after a silence, the relationship escalates.  Chekhov uses the device repeatedly as the two fracture over Anna’s guilt and go their separate ways; the extended

The cultural behaviors of the “American” or “Japanese” in the video do not accurately reflect business behaviors in these countries so please do not generalize based on the video. The video is meant as a classroom exercise to analyze a specific cultural encounter. Total 20 points.

as to why someone would want to speak to him. 4 paragraphs later Sergei has come to the

The differences between Chinese Culture and American Culture are immense. Both cultures have very different values and norms, and these differences come out within the negotiation between Buckeye Glass Company and the Xia Xian Glass Factory. Both parties during this negotiation had different objectives and ways to get what they wanted out of the proposed joint venture.

“They walked and talked of the strange light on the sea… talked of how sultry it was after a hot day” and discussed employment and birthplaces (897). After departing from Yalta, Chekhov details Gurov’s dreary life of “children [having] breakfast and getting ready for school… entertaining distinguished lawyers... walking his daughter to school” (901, 905).

Kretsky is at war with himself and how to act around his fellow NKVD guards. He tries to act normally so they do not suspect any sort of compassion towards the prisoners. He acts brutally like the rest of them. Lina

A shy and timid seventeen year old girl, Sonia is wary of Raskolnikov when she first meets him. Her tenacious religious faith is a vital part of her character; she is shy and timid, but also truly compassionate and altruistic (especially towards Raskolnikov). In this sense, Raskolnikov is quite different from Sonia; where he is uncaring and ignorant, she is warm-hearted and thoughtful. Sonia helps to bring back the humane aspects of Raskolnikov’s personality. “There, not far from the entrance, stood Sonia, pale and horror-stricken. She looked wildly at him… There was a look of poignant agony, of despair in her face...His lips worked in an ugly, meaningless smile. He stood still a minute, grinned, and went back into the police office” (Dostoevsky 447). At this moment in time, Raskolnikov had gone into the police station to confess his crime, but in a lack of better judgement, he returns back to Sonia without telling about his crime. Had Raskolnikov not been motivated by the repugnant look on Sonia’s face, it is unlikely that he would have gone back into the police station. This is perhaps the prime example of how Sonia brings out the best in Raskolnikov. Sonia’s sympathetic and doting personality is polar to Raskolnikov’s selfish beliefs and his “extraordinary man theory”. However, when all is said and done, Sonia guides Raskolnikov to face the punishment of his wrong doing. Had Raskolnikov not had a tenacious relationship with Sonia, it likely would have taken him a much

In Japan, for all its business and technological skills, social values take priority over purely economic ones. Reid's interesting description of a new-employee ceremony at a large Japanese corporation, in this case the electronic giant NEC, highlights his celebration of how Confucian ritual dignifies life in the Japanese workplace.

“Give your brother your potatoes,” he would order Petya. And poor little Petya would shovel his remaining potatoes onto Mikhail’s plate. During their fights, Mikhail would say to him things like, “Your hair seems different than ours. Don’t you think?”

This paper provided an opportunity to take a deeper look into the country of Japan by conducting a Global Cultural Analysis. Throughout this paper the following four research areas were explored: 1.What is the major elements and dimensions of culture in Japan? 2. How are these elements and dimensions integrated by locals conducting business in Japan? 3. How does U.S. culture and business compare with the elements and dimensions of culture integrated by the locals conducting business in Japan? 4. What are the implications for U.S. businesses that wish to conduct business with Japan?

Honicker Corporation is a USA based, successful dashboard manufacturer. It has opportunities for international expansion, but due to the ultraconservative culture it did not happened until they faced a change in management in 2009. Honicker was a rich company, and to expand, they took the short road and acquired four companies around the world: Alpha, Beta, Gamma, and Delta. There were two commonalities among these companies: they serviced mainly in their own geographical area, and senior management knew their geographical culture and hold good reputation with their stakeholders.

First, cultural difference can pose great problems in communication and collaboration in a joint venture. In this case, an attempt to attract a strategic investor had failed primarily because of lack of cultural sensitivity by the U.S.

Culture is a very important value that is often misconstrued with a foreign country. You have to understand the local law and its role in their society. Americans often think that because Japan has very little litigation, Japanese companies are not concerned about contracts and legal rights. That is an enormous cultural misunderstanding that can lead to major business mistakes. Japanese businesses are very legalistic and concerned with preserving their rights - though they are not litigious, in part because the Japanese court system is slow, expensive and cumbersome.

Whenever a company is entering a new market it has to take into consideration the cultural differences between countries. Based on the case study analysis, the difference between the two countries in terms of eating out habits and eating preferences seem not to be understood by the Denver headquarter. Denver headquarter believes that it can enforce the same business model applied in the U.S to its stores in China, regardless of local preference. In addition, Foster seems to lack knowledge about the Chinese culture because she was not familiar with the market in China, as she had no experience working internationally. There was a lack of cross-cultural communication between Chen and Foster; even though, Chen had experienced both cultures while studying abroad in the U.S.

Mr. Fisher, President of Central Steel Door, made many mistakes in his efforts to hire a sales manager in Europe. First, advertising in the International Herald Tribune is only going to attract Americans who lack the intelligence and in-country expertise the company needs to successfully compete in unfamiliar markets. Second, he fails to make the most of these candidates that these ads generate by asking them for referrals and offering an incentive. He fails to use the limited success of the ads to successfully network into the international community. Third, the lack of sensitivity ot living costs in Belgium and Germany for sales manager led to them quickly resigning. Fourth, Mr. Fisher didn't coordinate with the Belgian government to ensure employment taxes were paid on time, leading to a bill for back taxes of thousands of dollars. Fifth, the hiring of ten local people to staff distribution centers and the firing of five of them not only had to be communicated months in advance to local government authorities, Central Steel Door is legally obligated to pay them for a full year of their salaries based on German law. Sixth, the ignorance of local, regional and national laws ends up costing the company more than it made on any sales in the region ruing the case study's timeframe. Seventh, Mr., Fisher neglected to consider how the cultural differences between the Untied