Geert-Hofstede Cultural Dimensions according to Gung Ho (1986) Movie

Evidence of Cultural Conflict from Gung Ho Movie

Power Distance

Gung Ho Movie affirms the fact that there is a distinctive inequality in the society due to the strong cultural differences.  The different backgrounds in which Hunt Stevenson (a US citizen) and the Assan Motors workforce in Japan is a classical example. Hunt Stevenson is quick to notice the deplorable conditions and the evident mistreatment of the workforce in Tokyo Japan. The fact that the Japanese workers are unable to protest the low wages and the ban of unions is a cultural shock to Hunt.

As such, it can be concluded that among the Japanese workforce, there is heavy reliance on bosses for leadership, unlike in the US where the workers are aware of their rights and are mostly encouraged to become creative. This explains the high score by India and Japan in power distance. More specifically, India score in this sector is much higher because of the embrace and respect of hierarchical leadership structure.

Individualism

Capitalism emanated from the United States. As such, the chase for an American dream has sparked individualistic stance among the citizens. From the movie, the US citizens were quick to ridicule the migrant Japanese who bathe together in the river within located closely to the factory premises. The individualistic traits cultivated within the US citizens make it harder for communal participation in normal activities. Also, after hunt earns a top position in a Japanese car manufacturer, he employs all the means including tricks, to consolidate his position. Thus, the survivability tactic he uses amplifies the distinctive individualistic culture that is rare in Japan and India.

Masculinity

Masculinity score is intended to mimic the workforce ability to compete and the self-motivation to achieve organizational success (Deresky, 164). A country that scores high in this sector implies that its citizens are motivated by success rather than the pay or quality of life and working conditions. In the United States and India, the driving force at the workplace is decent earnings and good working conditions. On the other hand, the Japanese are instilled strong values at a tender age to strive for immaterial success.

In the holly wood film, Hunt’s main concern was keeping the promotion he had earned at a Japanese Motor Vehicle production plant. He was more concerned about higher earnings that come with such a position rather than the satisfaction derived from a leadership position. That is why he did everything possible to keep the promotion.

Uncertainty Avoidance

Initially, Assan Motors had closed the US plant because of the economic uncertainties that crippled the country. It was the job of Hunt to travel to Japan to convince the firm to reopen its US premises. This instance illustrates the risk-taking nature of US citizens and the Japanese avoidance of market uncertainties at all costs. It is not just Japan that often worries about future uncertainties: most of the Asian cultures like China have a decent score in this dimension as well. A low scorer is more prone to imperfections in the execution of tasks.

Long Term Orientation

The film is set at a time when Japan was struggling to cope with the early scare of defeat during the world war. As such, most citizens are determined to prove the world wrong and to project itself to its former glory. It is because of this reason that on reopening its doors in the US, the management of Assan motors makes several attempts to suppress the rights of US workers. India is also inclined to the power projection and long-term orientation.

Indulgence

In the film, Hunt’s worst fear was spiraling out of control as a leader in his newly appointed position. He represents the majority of US citizens that are weak in matters related to self-control. Countries like India avoid leisure activities. Their determination to attain material success earns them absolute control of the future of their businesses.

Work Cited

Deresky, H. (2001). International Management. Corporate Communications: An International Journal, 6(3), 164-165.