BZ230: International Business- Cross Cultural Risk Analysis- Case Study Assignment Help

Internal Code: MAS7126

Case Study Assignment Help:

Task: Read the “Toyota-Case Study” Read the article “The Influence of Cultural Values on Business Practice” Research the cultural challenges leading up to the Toyota recall in the USA; 2010 You are to select and justify appropriate theories that support your point of view of cultural miscalculations in handling the public relations exercise. In addition, you are to critically reflect on the cultural miscalculations you have identified from a Christian perspective. Read the article “How to deal with Cross Culture problems in International Business Negotiation. The USA government fined Toyota over $1.5 billion. If this had been a negotiated outcome, describe each country’s culture in relation to negotiation. Each student is to present a 1200 word report, including tables, which will be worth 15% of your final assessment. Cite your sources, both academic and those used to support your analysis. Learning Outcomes 1. Examine issues and problems in the operation of international business 2. Analyse management of business organisations across cultures 3. Critically and independently review case studies of strategies adopted by corporations in their international operations 4. Critically examine issues of business ethics in the context of international business operation, with particular emphasis on Biblical Christian worldview 5. Communicate at an appropriate tertiary standard: with special attention to design elements, grammar, usage, logical relations, style, presentation and referencing Case Study: In late 2009, a public relations nightmare that had been brewing finally became a full- fledged storm of bad publicity when the Toyota Motor Corporation recalled more than 4.3 million vehicles due to a gas pedal and unintentional acceleration concern. Working in concordance the National Highway Traffic Administration (NHTSA), the company had attempted to fix the problem both by recalling of affected models and encouraging Toyota owners to remove improperly fitted floor mats, which were thought to be the cause of the issue. Meanwhile, American media outlets were reporting about Toyota’s so-called corrective actions. At the beginning of 2010, Toyota’s future appeared tumultuous. After yet another gas pedal recall, the car company suspended its sales and ceased production of affected models. By February 4th, 2010, the company had recalled a total of 8.1 million vehicles (“A Timeline Of,” 2010). By this time, American politicians and Toyota owners had become increasingly distrustful towards the previously well-considered company. Most of this ill-will had come to light not because of the company’s actions, but because of its inactions. Toyota’s public relations response to the recall crisis was very slow, and many Americans began to believe that the company had something to hide or was trying to cover its tracks. The CEO of the company, Akio Toyoda, did not make a statement about the crisis until February 5 (“A Timeline Of,” 2010). The American media criticized the company for a lack of transparency and action while the situation was unfolding. However, Toyota had been taking action. The issue was that the company had been practicing Japanese style public relations and was unprepared to face the cultural differences that turned the crisis into a media firestorm. Another difficulty the company faced were the differing viewpoints of its public relations practitioners in the two countries. During the recall crisis, reports surfaced of Japanese and American public relations practitioners would get into screaming matches during phone conferences as they tried to convince one another that their methodology of communication was the more effective one. This was ineffective for both sides. Instead of addressing the issues or resolving the recall, the Toyota representatives wasted time arguing about how to handle the crisis. This is because public relations practices vary greatly in the United States and Japan. Public relations in Asian countries (and at Toyota) differs greatly from American traditions of communication. When a crisis strikes in Asian countries, the company involved works silently to resolve the problem before addressing the media. However, this method is seen as unprofessional in the United States where consumers, politicians and other affected parties expect answers first and action second.