Barracania

18.4 The Road to Hell

John Baker, chief engineer of the Caribbean Bauxite Company Limited of Barracania in the West Indies, was making his final preparations to leave the island. His promotion to production manager of Keso Mining Corporation near Winnipeg—one of Continental Ore’s fast-expanding Canadian enterprises—had been announced a month before, and now everything had been attended to except the last vital interview with his successor, the able young Barracanian Matthew Rennalls. It was vital that his interview be a success and that Rennalls leave Baker’s office uplifted and encouraged to face the challenge of his new job. A touch on the bell would have brought Rennalls walking into the room, but Baker delayed the moment and gazed thoughtfully through the window, considering just exactly what he was going to say and, more particularly, how he was going to say it.

Baker, an English expatriate, was 45 years old and had served his 23 years with Continental Ore in many different places: the Far East, several countries of Africa; Europe; and for the past two years, the West Indies. He had not cared much for his previous assignment in Hamburg and was delighted when the West Indian appointment came through. Climate was not the only attraction. Baker had always preferred working overseas in what were called the “developing countries” because he felt he had an innate knack—more than most other expatriates working for Continental Ore—for knowing

just how to get on with regional staff. After only 24 hours in Barracania, however, he realized that he would need all of his innate knack if he were to deal effectively with the problems in this field that now awaited him.[5] At his first interview with Glenda Hutchins, the production manager, the whole problem of Rennalls and his future was discussed. Then and there, it was made quite clear to Baker that one of his important tasks would be the grooming of Rennalls as his successor. Hutchins had pointed out that not only was Rennalls one of the brightest Barracanian prospects on the staff of Caribbean Bauxite—at London University, he had taken first-class honors in the B.Sc. engineering degree—but,

being the son of the minister of finance and economic planning, he also had political pull.

Caribbean Bauxite had been particularly pleased when Rennalls decided to work for it, rather than for the government in which his father had such a prominent post. The company ascribed his action to the effect of its vigorous and liberal regionalization program that, since World War II, had produced 18 Barracanians at the middle management level and had given Caribbean Bauxite a good lead in this respect over all other international concerns operating in Barracania. The success of this timely regionalization policy had led to excellent relations with the government—a relationship

that gained added importance when Barracania, three years later, became independent, an occasion that encouraged a critical and challenging attitude toward the role foreign interests would play in the new Barracania. Hutchins, therefore, had little difficulty convincing Baker that the successful career development of Rennalls was of prime importance.

The interview with Hutchins was now two years in the past, and Baker, leaning back in his office chair, reviewed just how successful he had been in the grooming of Rennalls. What aspects of the latter’s character had helped, and what had hindered? What about his own personality? How had that helped or hindered? The first item to go on the credit side, without question, would be the ability of Rennalls to master the technical aspects of his job. From the start, he had shown keenness and enthusiasm, and he had often impressed Baker with his ability in tackling new assignments

and the constructive comments he invariably made in departmental discussions. He was popular with all ranks of Barracanian staff and had an ease of manner that stood him in good stead when dealing with his expatriate seniors.

Those were all assets, but what about the debit side? First and foremost was his racial consciousness. His four years at London University had accentuated this feeling and made him sensitive to any sign of condescension on the part of expatriates. Perhaps to give expression to this sentiment, as soon as he returned home from London, he threw himself into politics on behalf of the United Action Party, which was later to win the preindependence elections and provide the

country with its first prime minister. The ambitions of Rennalls—and he certainly was ambitious—did not, however, lie in politics. Staunch nationalist that he was, he saw that he could serve himself and his country best—was not

bauxite responsible for nearly half the value of Barracania’s export trade?—by putting his engineering talent to the best use possible. On this account, Hutchins found that she had an unexpectedly easy task in persuading Rennalls to give up his political work before entering the production department as an assistant engineer. It was, Baker knew, Rennalls’ well-represented sense of racial consciousness that had prevented their relationship from being as close as it should have been. On the surface, they could not have seemed more agreeable. Formality between the two was minimal. Baker was delighted to find that his assistant shared his own peculiar “shaggy dog” sense of humor, so jokes were continually

being exchanged. They entertained one another at their houses and often played tennis together—and yet the barrier remained invisible, indefinable, but ever present. The existence of this screen between them was a constant source of frustration to Baker, since it indicated a weakness that he was loath to accept. If successful with people of all other nationalities, why not with Rennalls?

At least he had managed to break through to Rennalls more successfully than had any other expatriate. In fact, it was the young Barracanian’s attitude—sometimes overbearing, sometimes cynical—toward other company expatriates that had been one of the subjects Baker raised last year when he discussed Rennalls’ staff report with him. Baker knew, too, that he would have toraise the same subject again in the forthcoming interview, because Martha Jackson, the senior person in charge of drafting, had complained only yesterday about the rudeness of Rennalls. With this thought in mind, Baker leaned forward and spoke into the intercom: “Would you come in, Matt, please? I’d like a word with you.” Rennalls came in, and Baker held out a box and said “Do sit down. Have a cigarette.”

Baker and Rennalls’ Meeting

He paused while he held out his lighter and then went on. “As you know, Matt, I’ll be off to Canada in a few days’ time, and before I go, I thought it would be useful if we could have a final chat together. It is indeed with some deference that I suggest I can be of help. You will shortly be sitting in this chair doing the job I am now doing, but I, on the other hand, I am ten years older, so perhaps you can accept the idea that I may be able to give you the benefit of my longer experience.” Baker saw Rennalls stiffen slightly in his chair as he made this point, so he added in explanation, “You and I have attended enough company courses to remember those repeated requests by the human resources manager to tell people how they are getting on as often as the convenient moment arises, and not just the automatic once a year when, by regulation, staff reports have to be discussed.” Rennalls nodded his agreement, so Baker went on, “I’ll always remember the last job performance discussion I had with my previous boss back in Germany. She used what she called the ‘plus and minus technique.’ She firmly believed that when managers seek to improve the work performance of their staff by discussion, their prime objective should be to make sure the latter leave the interview encouraged and inspired to improve. Any criticism, therefore, must be constructive and helpful. She said that one very good way to encourage a person—and I fully agree with her—is to discuss good points, the plus factors, as well as weak ones, the minus factors. So I thought, Matt, it would be a good idea to run our discussion along these lines.”

Rennalls offered no comment, so Baker continued, “Let me say, therefore, right away, that as far as your own work performance is concerned, the pluses far outweigh the minuses. I have, for instance, been most impressed with the way you have adapted your considerable theoretical knowledge to master the practical techniques of your job—that ingenious method you used to get air down to the fifth shaft level is a sufficient case in point. At departmental meetings, I have invariably found your comments well taken and helpful. In fact, you will be interested to know that only

last week I reported to Ms. Hutchins that, from the technical point of view, she could not wish for a more able person to succeed to the position of chief engineer.” “That’s very good indeed of you, John,” cut in Rennalls with a smile of thanks. “My only worry now is how to live up to such a high recommendation.” “Of that I am quite sure,” returned Baker, “especially if you can overcome the minus factor which I would like now to discuss with you. It is one that I have talked about before, so I’ll come straight to the point. I have noticed that you are more friendly and get on better with your fellow Barracanians than you do with the Europeans. In point of fact, I had a complaint only yesterday

from Ms. Jackson, who said you had been rude to her—and not for the first time, either.” “There is, Matt, I am sure, no need for me to tell you how necessary it will be for you to get on well with expatriates, because until the company has trained sufficient personnel of your caliber, Europeans are bound to occupy senior positions here in Barracania. All this is vital to your future interests, so can I help you in any way?”

While Baker was speaking of this theme, Rennalls sat tensed in his chair, and it was some seconds before he replied. “It is quite extraordinary, isn’t it; how one can convey an impression to others so at variance with what one intends? I can only assure you once again that my disputes with Jackson—and you may remember also Godson—have had nothing at all to do with the color of their skins. I promise you that if a Barracanian had behaved in an equally peremptory manner,

I would have reacted in precisely the same way. And again, if I may say it within these four walls, I am sure I am not the only one who has found Jackson and Godson difficult. I could mention the names of several expatriates who have felt the same. However, I am really sorry to have created this impression of not being able to get on with Europeans—it is an entirely false one—and I quite realize that I must do all I can to correct it as quickly as possible. On your last point, regarding Europeans holding senior positions in the company for some time to come, I quite accept the situation.

I know that Caribbean Bauxite—as it has been doing for many years now—will promote Barracanians as soon as their experience warrants it. And, finally, I would like to assure you, John—and my father thinks the same, too—that I am very happy in my work here and hope to stay with the company for many years to come.”

Rennalls had spoken earnestly, and Baker, although not convinced by what he had heard, did not think he could pursue the matter further except to say, “All right, Matt, my impression may be wrong, but I would like to remind you about the truth of that old saying ‘What is important is not what is true, but what is believed.’” Let it rest at that.” But suddenly Baker knew that he did not want to “let it rest at that.” He was disappointed once again at not being able to break through to Rennalls and at having again had to listen to his bland denial that there was any racial prejudice in his makeup. Baker, who had intended to end the interview at this point, decided to try another tack. “To return for a moment to the plus and minus technique I was telling you about just now, there is another plus factor I forgot to mention. I would like to congratulate you not only on the caliber of your work but also on the ability you have shown in overcoming a challenge that I, as a European, have never had to meet.

“Continental Ore is, as you know, a typical commercial enterprise—admittedly a big one—that is a product of the economic and social environment of the United States and Western Europe. My ancestors have all been brought up in this environment for the past two or three hundred years, and I have, therefore, been able to live in a world in which commerce (as we know it today) has been part and parcel of my being. It has not been something revolutionary and new that has suddenly entered my life. In your case,” went on Baker, “the situation is different, because you and your

forebears have only had some fifty and not two or three hundred years. Again, Matt, let me congratulate you—and people like you—on having so successfully overcome this particular hurdle. It is for this very reason that I think the outlook for Barracania—and particularly Caribbean Bauxite—is so bright.”

Rennalls had listened intently, and when Baker finished, he replied, “Well, once again, John, I have to thank you for what you have said, and, for my part, I can only say that it is gratifying to know that my own personal effort has been so much appreciated. I hope that more people will soon come to think as you do.” There was a pause, and, for a moment, Baker thought hopefully that he was about to achieve his long-awaited breakthrough. But Rennalls merely smiled back. The barrier remained unbreached. There was five minutes of cheerful conversation about the contrast between the

Caribbean and Canadian climates and whether the West Indies had any hope of beating England in a soccer game before Baker drew the interview to a close. Although he was as far as ever from knowing the real Rennalls, he was nevertheless glad that the interview had run along in this friendly manner and, particularly, that it had ended on such a cheerful note.

Rennalls’ Memo

This feeling, however, lasted only until the following morning. Baker had some farewells to make, so he arrived at the office considerably later than usual. He had no sooner sat down at his desk than his secretary walked into the room with a worried frown on her face. Her words came fast. “When I arrived this morning, I found Mr. Rennalls already waiting at my door. He seemed very angry and told me that he had a vital letter to dictate that must be sent off without any delay. He was so worked up that he couldn’t keep still and kept pacing about the room, which is most unlike him. He wouldn’t even wait to read what he had dictated. Just signed the page where he thought the memo would end. It has been distributed, and your copy is in your tray.” Puzzled and feeling vaguely uneasy, Baker opened the envelope marked “confidential” and read the following memo:

FROM: Assistant Engineer

TO: Chief Engineer, Caribbean Bauxite Limited

SUBJECT: Assessment of Interview between Messrs. Baker and Rennalls

It has always been my practice to respect the advice given to me by seniors, so after our interview, I decided to give careful thought once again to its main points and to make sure that I had understood all that had been said. As I promised you at the time, I had every intention of putting your advice to the best effect. It was not, therefore, until I had sat down quietly in my home yesterday evening to consider the interview objectively that its main purpose became clear. Only then did the full enormity of what you said dawn on me. The more I thought about it, the more convinced I was that I had hit upon the real truth—and the more furious I became. With a facility in the English language which

I—a poor Barracanian—cannot hope to match, you had the audacity to insult me (and through me every Barracanian worth his salt) by claiming that our knowledge of modern living is only a paltry fifty years old, while yours goes back two hundred to three hundred years. As if your materialistic commercial environment could possibly be compared with the spiritual values of our culture! I’ll have you know that if much of what I saw in London is representative of your most boasted culture, I hope fervently that it will never come to Barracania. By what right do you have the effrontery

to condescend to us? After all, you Europeans think us barbarians, or, as you say amongst yourselves, we are “just down from the trees.” Far into the night I discussed this matter with my father, and he is as disgusted as I. He agrees with me that any company whose senior staff think as you do is no place for any Barracanian proud of his culture and race. So much for all the company claptrap and specious propaganda about regionalization and Barracania for the Barracanians. I feel ashamed and betrayed. Please accept this letter as my resignation, which I wish to become effective immediately.

cc: Production Manager

Managing Director

It is the perception of reality—not reality—that influences behavior. Perception is the process by which the individual selects, organizes, interprets, and responds to information. Employees are constantly exposed to a variety of information. They know when leaders are being phony. This information is processed in a person’s mind and organized to form concepts pertaining to what is sensed or experienced. What happens when a woman goes to the

florist to buy a bouquet of flowers? Before buying it, she looks at the types of flowers in the bouquet, looks at the size of the bouquet and other bouquets that are available in her price range, and smells the flowers to see if they are fresh. After all of those activities, she decides whether or not to purchase the bouquet. Her mind processes all of this information to make a decision about whether to buy the bouquet and where it would look nice in her home. She gathers this information by using her three senses—touch, sight, and smell. This represents the psychological process

whereby individuals take information from their environment and make sense of it.[2] The key words in the definition of perception are select and organize. Different people often perceive a situation differently, both in terms of what they selectively perceive and how they organize and interpret what is perceived. Figure 3.1 summarizes the basic elements in the perceptual process from initial observation to final response.

Other aspects. For example, when shoppers pull into a gasoline station, what objects in their environment are they paying attention to and what do they ignore? What do they observe? A well-lit station, clean areas to pump gas, fully stocked paper towel dispensers with squeegees to wipe and clean windshields, etc., are objects people notice when they pull into a gas station. They might ignore signs advertising freshly brewed coffee or the price of Coke. A person’s selection process involves both external and internal factors. In other words, a complex set of factors, some internal

to the person (attitudes) and some in the external environment, combine to determine what the person perceives. For this reason, some people watching Lance Armstrong’s third Tour de France win may have been excited, whereas others (perhaps on opposing teams) may have become skeptical and believed he was relying on performance-enhancing drugs. The same behavior, the Tour de France win, was interpreted differently by various people. We discuss this important process in more detail shortly.

The individual organizes the stimuli selected into meaningful patterns. How people interpret what they perceive varies considerably. The Experiential Exercise at the end of this chapter titled The Perception Process lets you test your current level of perceptual skills. For example, a wave of the hand may be interpreted as a friendly gesture or as a threat, depending on the circumstances and the state of mind of those involved. Leaders and employees need to recognize that perceptions of events and behaviors may vary among individuals and be inaccurate.

As suggested in Figure 3.1, people’s interpretations of their environments affect their responses. Everyone selects and organizes things differently, which is one reason why people behave differently in the same situation. In other words, people often perceive the same things in different ways, and their behaviors depend, in part, on their perceptions.

The following Across Cultures Competency feature shows how McDonald’s is using feng shui to design its restaurants. Feng shui is the belief that space needs to be in harmony with the environment.[3] Literally, feng means “wind” and shui “water.” Feng shui was developed thousands of years ago in a village in China. Villagers studied the formations of land and the ways the wind and water worked together to help them survive. Over time feng shui developed and was used by emperors to ensure their successes. According to feng shui experts, when a harmonious arrangement is created

between the wind and water, the individual or organization prospers and the quality of life improves. According to Tan Khoon Yong, a feng shui master, this balance can be achieved by balancing the magnetic flow in which people live. According to feng shui, what is being perceived may be subtle and greatly influences perceptions and behaviors.[4]

The phone is ringing, your TV is blaring, a dog is barking outside, your laptop is making a strange noise, and you smell coffee brewing. Which of these events will you ignore? Which will you pay attention to? Can you predict or explain why one of these events grabs your attention at a particular time?

Selective screening is the process by which people filter out most information so that they can deal with the most important matters. Perceptual selection depends on several factors, some of which are in the external environment and some of which are internal to the perceiver.

External Factors

As we noted in Chapter 2, a common external force affecting behavior is culture. Different cultures train people to respond to different cues. Do the French and Chinese see the world in the same way? No. In fact, no two national groups see the world in exactly the same way. When Mexican children simultaneously see a picture of a bullfight and a baseball game, they generally remember seeing only the bullfight. American children, on the other hand, remember seeing only the baseball game. Why do the children not remember both pictures? This is the nature of perception. Perceptual

patterns are not absolute. Misperceptions cause some managers to fail in their international assignments. Many U.S. firms, such as Procter & Gamble, Microsoft, and PepsiCo, are competing in global markets where English is not the first language either read or spoken. Therefore, language is becoming an increasingly important consideration when choosing product names and slogans.

When Frito-Lay, a division of PepsiCo, was trying to become a dominant supplier of salty nuts and chips to China’s $450 million market in the late 2000s, its managers realized that Chinese consumers had different perceptions of their product depending on where they lived. People in Hong Kong liked salty chips, in Beijing they liked meaty ones, and in Xian, they liked spicy flavors. Frito- Lay introduced “cool lemon” potato chips. These yellow, strongly lemon-scented chips were dotted with greenish lime specks of mint and sold in a package featuring images of breezy blue skies and

rolling green grass. Why “cool lemon”? Chinese people consider fried foods hot and therefore do not eat them in the summer months. Cool is better in the summer months.[5]

Let’s review some external factors that may affect perception. In each case we present an example to illustrate the principle.

• Size. The larger the object, the more likely it is to be perceived. The Freedom Tower, built where the Twin Towers in New York City were destroyed by terrorist attacks on September 11, 2001, stands 1,776 feet high so it will get noticed more than the Frick Collection Museum on 70th street, which is only three stories. The 421-meter (1,368-feet) Jin Mao Tower in Shanghai’s Pudong District is more likely to be seen than the eight-story Howard Johnson Hotel in Shanghai.

• Intensity. The more intense an external factor (bright lights, loud noises, and the like), the more likely it is to be perceived. The language in an e-mail message from a manager to an employee can reflect the intensity principle. For example, an e-mail message that reads “Please stop by my office at your convenience” wouldn’t fill you with the same sense of urgency as an e-mail message that reads “Report to my office immediately!”

• Contrast. External factors that stand out against the background or that aren’t what individuals expect are the most likely to be noticed. In addition, the contrast of objects with others or with their backgrounds may influence how they are perceived. Salespeople at JCPenney, Macy’s, Saks, and other department stores are instructed to show men the most expensive suit first. After being exposed to the most expensive suit, a man sees the price of the less expensive suit as appearing smaller by comparison. Presenting a least costly suit first and following with an expensive one makes the expensive one seem even more costly. Another advantage of this tactic is that when it comes time to buy accessories, such as ties, shirts, and belts, these things don’t seem that expensive next to the cost of the suit.

• Motion. A moving factor is more likely to be perceived than a stationary factor. Arcade games appear active even when they are not being played to attract people to play them. Small retailers sometimes put employees on the sidewalk carrying big arrows and signs to attract shoppers.

• Repetition. A repeated factor is more likely to be noticed than a single factor. Marketing managers use this principle in trying to get the attention of prospective customers. An advertisement may repeat key ideas. The ad itself may be presented many times for greater effectiveness. Marketing managers at Nike developed the Nike “swoosh” symbol that is used consistently worldwide on all of its products.

• Novelty and familiarity. Either a familiar or a novel factor in the environment can attract attention, depending on the circumstances. A Korean businessman entered a client’s office in Stockholm and was greeted by a woman sitting behind a desk. He asked to see the president. The woman responded by saying that she (the president) would be glad to see him. The Korean was confused because he assumed that most women are secretaries and not presidents of companies. The misinterpretation of the situation was caused by a novel situation for him.[6]

A combination of these or similar factors may be existing at any time and, hence, affecting perception. Along with a person’s internal factors, they determine whether any particular stimulus is more or less likely to be noticed.

Nowadays, the visual aspects of nonverbal communications are receiving increasing attention because of the global markets for organization. Managers may offend someone in a different culture with hand gestures without ever knowing that these are offensive. For example, thumbs up may signal “okay” in America, but in parts of the Arab world, it means “Go to hell.”

Internal Factors

The perception process is also influenced by several factors that are related to the perceiver. These are internal factors that influence what the individual sees. Effective leaders are able to develop more complete and accurate perceptions of various situations and people with whom they communicate than ineffective leaders. An effective manager knows when people are sincere, honest, and dependable. These accurate perceptions are crucial to being an effective leader. The powerful role that internal factors play in perception shows itself in many ways. Let’s review how personality, learning, and motivation influence the process of perceiving other people.

Personality

Personality has an interesting influence on what and how individuals perceive things. Any of the several personality dimensions that we discussed in Chapter 2 along with numerous other traits, may influence the perceptual process.[7]

Personality appears to strongly affect how an individual perceives other people. In Chapter 2, we introduced you to the Big Five personality factors. To illustrate how personality can influence perception, let’s examine one of the Big Five factors, conscientiousness. A conscientious person tends to pay more attention to external environmental cues than does a less conscientious person. On the one hand, less conscientious people are impulsive, careless, and irresponsible. They see their environment as hectic and unstable, which affects the way in which they make perceptual selections.

On the other hand, more conscientious people are likely to organize their perceptions into neat categories, allowing them to retrieve data quickly and in an organized manner. In brief, these individuals are more careful, methodical, and disciplined in making perceptual selections.

Learning

Another internal factor affecting perceptual selection is learning. Among other things, learning determines the development of perceptual sets. A perceptual set is an expectation of a particular interpretation based on the person’s

past experience with the same or a similar object. What do you see in Figure 3.2? If you see an attractive, elegantly dressed woman, your perception concurs with the majority of first-time viewers. However, you may agree with a sizable

minority and see an ugly, old woman. The woman you first see depends, in large part, on your perceptual set.

Leaders’ and employees’ past experiences and learning strongly influence their perceptions. Leaders are influenced by their functional backgrounds (e.g., accounting, engineering, marketing, or production) when making decisions.

Because perceptions influence how employees and managers behave toward one another, it is important to understand a leader’s perceptual set. What factors influenced Doug Ulman’s perceptions of Lance Armstrong?

Motivation

Motivation also plays an important role in determining what a person perceives. A person’s most urgent needs and desires at any particular time can influence perception. For example, imagine that, while taking a shower, you faintly hear what sounds like the telephone ringing. Do you get out of the shower, dripping wet, to answer it? Or do you conclude that it is only your imagination? Your behavior in this situation may depend on factors other than the loudness of the ringing. If you are expecting an important call, you’re likely to leap from the shower. If you aren’t expecting a call,

you’re more likely to attribute the ringing sound to shower noises. Your decision is influenced by your expectations and motivations.

In general, individuals perceive things that promise to help satisfy their needs and that they have found rewarding in the past. The individual tends to ignore mildly disturbing events (a barking dog), but will react to dangerous events (the house being on fire). Summarizing an important aspect of the relationship between motivation and perception is the Pollyanna principle, which states that people process pleasant events more efficiently and accurately than they do unpleasant events. For example, an employee who receives both positive and negative feedback during a performance

appraisal session may more easily and clearly remember the positive statements than the negative statements.[8]

The preceding discussion shows that perceiving others accurately can be challenging. Because perceptions influence how people behave toward one another, there is a need to understand the factors that influence both the perceiver and the situation in general.

Person perception is the process by which the individual attributes characteristics or traits to other people. The person perception process relies on the same general process of perception shown in Figure 3.1. That is, the process follows the same sequence of observation, selection, organization, interpretation, and response. However, the object being perceived is another person. Perceptions of situations, events, and objects are important, but individual differences in perceptions of other people are crucial at work. For example, suppose that you meet a new employee. To get acquainted and make him feel at ease, you invite him to lunch. During lunch, he begins to tell you his life history

and focuses on his accomplishments. Because he talks only about himself (he asks you no questions about yourself), your first impression is that he is very self-centered.

In general, the factors influencing person perception are the same as those that influence perceptual selection: Both external and internal factors affect person perception. However, we may usefully categorize factors that influence how a person perceives another as

• characteristics of the perceived,

• characteristics of the perceiver, and

• the situation or context within which the perception takes place.

The Perceived

When perceiving someone else, you need to be aware of various cues given by that person: facial expressions, general appearance, skin color, posture, age, gender, voice quality, personality traits, behaviors, and the like. Such cues usually provide important information about the person. Each individual seems to have implicit ideas about the relationships among physical characteristics, personality traits, and specific behaviors.[9] Implicit personality theory is a person’s beliefs about the relationships between another’s physical characteristics and personality. Table 3.1 illustrates the implicit personality theory in action. A person may believe that some voice-quality characteristics indicate that the speaker has certain personality traits. However, the relationships presented in Table 3.1 have no scientific basis. Similarly, think about your first contact with someone you met on Facebook, Instagram, or an online dating service. It is not the person’s voice that you consider, but perhaps the person’s physical appearance. Later, on meeting, did that person look and act as you expected?

The Perceiver

Listening to an employee describe the personality of a coworker may tell you as much about the personality of the employee doing the describing as it does about that of the person being described. That shouldn’t surprise you if you recall that factors internal to the perceiver, including personality, learning, and motivation, influence perception. A person’s own personality traits, values, attitudes, current mood, and past experience influence how that person perceives someone else.

Accurately perceiving an individual raised in another culture is often difficult. In China, for example, the communication style is generally indirect. Chinese may talk around the point and hedge their speech using words such as maybe or perhaps because they must protect their social face and respect social roles (e.g., manager, employee). The Chinese will lose social face if they fail to understand what is being asked or cannot do what is requested. Therefore, by being vague, Chinese businesspeople save face and can continue to build and maintain relationships. Rick Linck, former CEO of Asia Pacific for Heineken Brewing Company, learned that when communicating with beer distributors in China, distributors frequently say “Let me look into this further” to avoid a direct no or to avoid admitting that they cannot do what he asked. Linck learned to communicate with distributors by saying “What do you think about this?” instead of saying “Is this acceptable?”[10]

Cross-cultural negotiations are an important part of every global manager’s job, and the dynamics of negotiating reflect each culture’s values and beliefs. In Mexico, personal qualities and social connections influence the selection of a negotiator, whereas in the United States, many companies select negotiators on the basis of position and competence. In U.S.–Chinese negotiations, U.S. companies often prefer to send a small team or only a single person to represent them, whereas the Chinese prefer to send a large group. The large group allows them to have representatives from

different areas of the organization present at the negotiations.

The Situation in Foreign Assignments

As more and more employees are asked to take assignments in foreign countries, opportunities for living and working in different countries arise. Siemens, the German electronics firm with headquarters in Munich, Germany, estimates that almost 25 percent of its managers take expatriate assignments. Expatriates are employees who live and work outside of their home countries.[11] There are more than 500,000 U.S. expatriate managers living around the globe. Because of the high cost of sending employees and their families to foreign countries for extended periods of time (usually three years), it is important for this experience to be successful. Unfortunately, some expatriates cannot adapt to the new situation (culture) and fail in their assignments. Why do people fail? According to Global Relation Services, the top reasons for expatriate failure are as follows:

• lowered security and safety,

• lower quality of life,

• job doesn’t meet expectations,