Should the Culprit Be Punished?
Jean Safari was investigating a rious error made by a Japane worker at the Japane subsidiary of a US multinational. A component had been inrted upside down and the entire batch had been pulled out of production to be reworked. The cost of this was high.
Jean asked the Japane plant director about which employee had made the error. Had she been identified? What action was being taken against her? She was amazed when the director claimed not to know. “The whole work group has accepted responsibility,” he told her. “As to the specific woman responsible, they have not told me, not did I ask. Even the floor supervisor does not know and if he did, he would not tell me either.”
But if everyone is responsible then in effect no one is, Jean argued. They are simply protecting each other’s bad work.
“This is not how we e it.黄龙体育场”面上 The plant manager was polite but firm. “青霉素过敏症状有哪些I understand the wom
an concerned was so upt when she went home. She tried to resign. Two of her co-workers had to coax her back again. The group knows that she is new and that they did not help her enough, or looks out for her or e that she was properly trained. This is why the whole group has apologized. I have their letter here. They are willing to apologize to you publicly.”
“No, no. I don’t want that,” said Jean. “skkuI want to stop it happening again…”she wondered what she should do.
Questions for discussion:
1.Should Jean insist on identifying the woman who made the error?
2.Should the woman be punished and leave the work group?
3.What do you think is the best solution to Jean’s dilemma?
Solution:
1.I deem that Jean’s dilemma is called one person makes mistake, and everybody shield in psychology. Considering that the woman is a new-comer and she felt upt and tried to resign after things happened, from the culture of our perspective or concept, I suggest that Jean should not insist on identifying the trouble-maker. Although everybody should be responsible for what he did as long as he is an adult, when he makes mistake, the only way is that accept the punishment and provide compensation, the most important thing we should reach a connsus is that punishment at any time is just a mean to let people know what he had been done is not proper and he should correct his behavior next time to avoid the same thing to happen.
2.I consider that the woman should be properly punished but should not be driven out. I consider that the action of whole group is not beneficial but misleading her. Although she is new, she will have the illusion that next time when she makes mistakes, she will be avoided punishment fortunately. Giver her proper punishment and in the future, she will remember by heart not to make the same mistakes. However, no one can promi that in his lifetime make no mistakes, not to mention the woman, thus, we should be tolerance fo小班环境创设
避繁就简r her and give her uful advice in work. I believe she will be better next time.
3.I argue that Jean doesn’t need to investigate the woman who made the error. It is the company that should provide necessary training cours for the new-comer. What Jean should do is that write a report which describes the countermeasures the company adopted to avoid the same things to happen, rather than insignificantly identifying the trouble-maker.
The American Girl in Japan—
Barbie’s Struggling Story over Two Decades
Mattel Inc. has had great difficulty conquering the world’s cond-largest toy market, Japan, which is vital if Mattel is to achieve its goal of becoming more global. The Japane market is notoriously difficult to penetrate as Mattel has found during 20 years of doing business in the country. Mattel’s initial attempts to market Barbie in Japan met with limited success. Mattel had entered the market without thoroughly understanding it.
To address the problem of low sales, Mattel enlisted the rvices of Takara, a Japane toy specialist. Through focus groups, Mattel learned that Barbie’s legs were too long, and her chest too large – in short, Japane girls didn’t relate to Barbie易淘食’s physical attributes. Also, Barbie’s eyes were changed from blue to brown, and the doll ultimately took on a look that was appealing to the Japane children’s n of aesthetics. The Takara Barbie was born.
Although sales improved, a licensing disagreement prompted Mattel to terminate the relationship with Takara and arch for a new partner in Japan. Takara continued lling the doll as Jenny, which, ironically, became a competitor to the new Japane Barbie. In 1986, Mattel joined forces with Bandai, Japan’s largest toy company. Bandai produced Maba Barbies (“白云峰Ma” for Mattel and “ba” for Bandai) with wide brown eyes. Due to its similarities to the Jenny doll, however, Maba Barbie was withdrawn from the market before it achieved success. Maba was replaced by Bandai Barbies which were again similar to Jenny, posssing the wide-eye look but wearing mainly ball gowns and unimaginative clothing.
Once again, market success eluded Mattel. Indeed, Mattel was committed to neither Japane nor an American style and thus competed poorly against dolls who identity was well defined. However, Mattel realized that its competitive advantage lay with its American culture. Though Mattel had attempted to adapt to the Japane culture, Mattel discovered once again that girls prefer the well-known Barbie to the local versions. In 1991, Mattel ended its relationship with Bandai and opened its own marketing and sales office in Tokyo. Mattel introduced its American Barbie to Japan and experienced success with “long hair star Barbie” which became one of the top-lling dolls in Japan. Although financial loss mounted until 1993, in 1994 Barbie made a profit in Japan with sales almost doubling since its reintroduction.
