Business Etiquette Failure

Business etiquette can be extremely important; extremely where the etiquette is linked to the way in which first impressions are made (Martin & Chaney, 2012). This is particularly true when dealing with international communications, as customs and practices which are accepted as etiquette in a managers' home nation may not be shared. Examining a short etiquette breach from a senior manager when meeting with some Japanese businessmen.

Prior to attending the meeting, the manager, who we will call Jon, had received a short briefing from the HR department on expected etiquette; Jon had been informed that the Japanese business people will expect a formal business atmosphere, with Jon expected to wear a suit, and when meeting them to bow rather than shake hands unless a hand was offered, and always refer to his counterparts using their citations to show respect. These were all complied with, however, the meeting did not go fully to plan.

After using the full name with citation, and bowing to the guests, the parties swapped business card, which Jon tossed onto the table by his papers for safe keeping, and then sat down ready for the meeting to begin. During the meeting, Jon made a couple of notes on the business card from the head of the delegation, as they referred to the named person. Jon's actions were etiquette reaches.

Within Japanese business culture the swapping of business cards is very important, they should be retained; putting them to one side is seen as an insult (Japanese Business Resources, 2016). Writing on a card is deemed to be an insult, which added to the insult. Jon had also made the mistake of sitting down at the table first. In Japanese business culture, it is expected that the most senior person should sit first, with other following that action.

While Jon was the senior manage from the host firm, he was hosting a more senior Japanese delegate (Japanese Business Resources, 2016). The meeting did not go well, there was a deal made, but only after the intervention of a more senior manager and a new meeting was held. Jon had taken some advice on Japanese etiquette, but this was limited, which resulted in several actions that were interpreted as disrespect and insulting the delegates.

The individual elements were all breaches, but it was the combination that not only breached etiquette, the series of breaches were deemed to be unacceptable. Jon should have retained the card, and if taking any notes these should have been on a spate piece of paper. Jon should also have waited for the more senior delegate to sit first.

When examining the situation in hindsight, with some knowledge of Japanese business culture it is possible to see what the immediate mistakes were; the failure to follow the expected culture, which may also be traced back to Jon receiving only limited information which led to the errors, which were not purposeful. However, looking at the situation at a deeper level, it may be argued the firm had not adopted a suitable policy for dealing with international business meetings.

Jon had received only a short and inadequate briefing, and while it may be argued that Jon could have undertaken some independent research, the fault was with the firm. The firm already had suitable resources with knowledge about Japanese culture, this was demonstrated when the more senior manager stepped in and rectified the situation. Therefore, there are internal resources the firm may be able.