1.No, Samira did not exhibit the necessary skills and knowledge to be a good lea

Question

1.No, Samira did not exhibit the necessary skills and knowledge to be a good leader in the organisation as leader listen to everyone’s words, they do not completely avoid the others advice. They have the capability to work in a team. They give the chance to others always.

2.The universal leadership attributes that Samira own is she took the deadline of the project very seriously and always take the lead.

3. The Japanese working style I admire the most because of the following reasons:

      1. Japan is most certainly a patriarchal society. They have the very clear-cut gender roles.

      2. Teamwork is highly focussed in workplace.

      3. Japanese companies are more lenient in work places.

      4. Japanese people are unwilling to take time off during sick also.

4. The ways in which an ethnocentric approach in the organisation effects ethics are both either positive or negative. The positive ways make the people to have extortionary faith on the ethics of that particular country. It unites the employees of the company. In the negative way it makes the people to consider their culture and ethics have the superiority than the others culture & ethics.It separates the employees accordingly.

Explanation / Answer

Case analysis report As a leader in campus organizations, Samira Tanaka, a student, often led projects and took deadlines very seriously. Her strong work ethic led to an internship offer at a Japanese automotive company At orientation for her internship, Samira learned that Japanese companies historically had little diversity in terms of race and gender. Women in Japan were not as prevalent in the workforce as in North America. In an effort to adapt to North American norms, Japanese subsidiaries had well-developed diversity policies. For example, Samira tracked the usage of minority-owned businesses in the company's supply base. This ensured that the company invested in local businesses that operated in traditionally economically disadvantaged areas. Investing in the local community was already an important business value in Japan, so this was a simple adaptation for Samira's company The company culture was a unique blend of Japanese and North American work styles. The employees in North America worked fewer hours than the employees in Japan. Around the office, it was common for employees to hear Japanese and English. However management still had some internal conflict. Japanese advisers were perceived as focusing on the creation of consensus in teams, often leading to slow decision making. North American workers were seen as rushing into projects without enough planning. Feedback was indirect from both Japanese and North American managers. Samira successfully completed two internship rotations and was about to graduate from college. Her new manager often asked her to follow up with other team members to complete late tasks. As she had been taught in school, she was proactive with team members about completing their work Samira thought she was great at consistently inviting others to participate in the decision-making process. She always offered her

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