新视野大学英语读写教程听力 第三册 te-unit03-b

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[00:00.00]，就把hxen.com复制到QQ个人资料中！Cultural Differences in Western and Japanese Decision-Making
[00:-1.00]To talk about problem-solving or decision-making within a national environment
[00:-2.00]means examining many complex cultural forces.
[00:-3.00]It means trying to measure the impact of these forces on contemporary life,
[00:-4.00]and also coming to grips with changes now taking place.
[00:-5.00]2  In Japan, the most important thing
[00:-6.00]is what organization you work for.
[00:-7.00]This is of extreme importance when trying to analyze
[00:-8.00]the direction-taking or decision-making process.
[00:-9.00]At the least,
[00:10.00]it explains the greater job stability in Japan,
[00:11.00]it explains the greater job stability in Japan,
[00:12.00]in contrast to the great job mobility in America.
[00:13.00]3  While we differ in many ways,
[00:14.00]such differences are neither superior nor inferior to each other.
[00:15.00]A particular pattern of management behavior
[00:16.00]develops from a complex mixture of unique cultural factors -
[00:17.00]and will only work within a given culture.
[00:18.00]4  Let me try to describe three or four
[00:19.00]characteristics of the Japanese environment that in some way affect decision-making
[00:20.00]or direction-taking and problem-solving.
[00:21.00]These characteristics are related to each other.
[00:22.00]5  First, in any approach to a problem and in any negotiations in Japan,
[00:23.00]there is the "you to you" approach,
[00:24.00]as distinguished from the Western "I to you" approach.
[00:25.00]The difference is this: in "I to you",
[00:26.00]both sides present their arguments
[00:27.00]openly from their own point of view -
[00:28.00]they state what they want and what they expect to get.
[00:29.00]A confrontation situation is thereby set up,
[00:30.00]and Westerners are very skillful in dealing with this.
[00:31.00]6  The "you to you" approach practiced in Japan
[00:32.00]is based on each side-automatically and often
[00:33.00]unconsciously - trying to understand the other person\'s point of view.
[00:34.00]Thus, the direction of the meeting is a mutual attempt to reduce confrontation
[00:35.00]and achieve harmony.
[00:36.00]7  A second characteristic is based on "consensus opinion"
[00:37.00]and "bottom-up direction".
[00:38.00]In Japan great consideration is given
[00:39.00]to the thoughts and opinions of everyone at all levels.
[00:40.00]This is true of both private enterprises and government ministries.
[00:41.00]In Japan there is a drive for unity within the group-whether it is family,
[00:42.00]company,or Parliament.
[00:43.00]8  The difference is that Western style decision-making
[00:44.00]proceeds mostly from top management
[00:45.00]and often does not consult middle management or the worker while in Japan,
[00:46.00]ideas can be created at the lowest levels,
[00:47.00]travel upward through an organization and have an impact on the eventual decision.
[00:48.00]This is "bottom up".
[00:49.00]9  There is also a characteristic style of communication in Japan
[00:50.00]that is different from the Western way.
[00:51.00]10  The Japanese business person works to achieve harmony,
[00:52.00]even if the deal falls through,
[00:53.00]and will spend whatever time is necessary to determine a "you to you" approach,
[00:54.00]communicating personal views only indirectly and delicately.
[00:55.00]11  This places time in a different perspective.
[00:56.00]In Japan the Western deadline approach is secondary to a thorough job.
[00:57.00]Owing to this difference in emphasis,
[00:58.00]the Japanese are thorough in their meetings as well as in their production.
[00:59.00]Thus Americans are often frustrated by the
[-1:00.00]many successive meetings in many Japanese businesses.
[-1:-1.00]But where the American is pressing for a specific decision,
[-1:-2.00]the Japanese is trying to devise a rather broad direction.
[-1:-3.00]12  On the other hand, once a given agreement is made,
[-1:-4.00]it is the Japanese who sometimes wonder at the slow pace

[-1:-5.00]in which Westerners implement the decision.
[-1:-6.00]The Japanese are eager to move forward and Westerners,
[-1:-7.00]perhaps, lag behind as they take the time for in-depth planning.
[-1:-8.00]13  Now, while Japan\'s industry and technology are highly developed,
[-1:-9.00]they have not replaced the fundamental force of human energy and motivation.
[-1:10.00]By that I mean that the Japanese take great pride in doing a job well
[-1:11.00]and getting it done no matter how much time is required.
[-1:12.00]There is a commitment and sense of responsibility
[-1:13.00]which have not yet been discarded in this age of machines.
[-1:14.00]14  In may field - finance and securities
[-1:15.00] - I am often asked by Westerners how Nomura
[-1:16.00]Securties has managed to escape the paper traffic jam
[-1:17.00]that American firms have faced.
[-1:18.00]We, too, have had that problem.
[-1:19.00]The Tokyo Stock Exchange often has between 200 and 300 million transactions a day.
[-1:20.00]This volume is many times more than that of the New York Stock Exchange.
[-1:21.00]How can it be feasible to handle this load?
[-1:22.00]15  First, we have very sophisticated computers.
[-1:23.00]Second, and most important,
[-1:24.00]the operational personnel responsible for processing all these
[-1:25.00]transactions stay and stay until the job is done.
[-1:26.00]Perhaps in 20 years - or sooner - they will be more Westernized
[-1:27.00]and insist on going home at five o\'clock.
[-1:28.00]But today, still, most insist on staying until the job is done.
[-1:29.00]There is a sincere concern for quality.
[-1:30.00]16  This willingness to help in a pinch is an important aspect
[-1:31.00]of Japanese problem-solving,
[-1:32.00]and you find it at every level.
[-1:33.00]Some years ago,
[-1:34.00]the Matsushita company was having a very bad time.
[-1:35.00]Among the many measures taken,
[-1:36.00]Mr.Matsushita, the founder and then chairman,
[-1:37.00]became the manager of the sales department.
[-1:38.00]17  Also, when we at Nomura converted to computers about five years ago,
[-1:39.00]the new system eliminated the jobs of 700 people.
[-1:40.00]We did not dismiss these people;
[-1:41.00]rather, we converted them to securities sales people
[-1:42.00]and some of these are now our leading sales people.
[-1:43.00]Provided there is intelligence and a willingness to exert yourself,
[-1:44.00]there is a place within the company to try and to succeed.
[-1:45.00]In Japan, a person\'s capabilities are not forced into an inflexible area.
[-1:46.00]And we feel the company owes a worker something for loyalty and commitment.

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