Introduction –This paper aims to analyze the decision-making process of Mr. Higashi according to the case study that is provided. In this instance, the subject is Mr. Higashi has a job as a teacher forty-four, and has 20 years of experience teaching high school English in the vicinity of Soto the city of Soto in Japan.
Perspectives and Theories
If you want to understand the decisions taken by Higashi in this article, we will employ two decision-making theories, which include the MBIT preference as well as the Big Five model. These theories aim to identify the qualities that decision-makers portray during their time of service. The theory is used to study certain decisions taken by Higashi in his duties as the supervisor for the JET program as well as the adviser to teachers.
Decisions by Higashi
- He decided to assume the position of teacher’s advisor and was given the responsibility to oversee the JET students automatically.
- He continuously advised Kelly to adhere to the Japanese custom of acting in a way that fits to the traditional female domains.
- He frequently disenfranchised JET participants as well as other office workers in the process of setting their schedules and became a strict implementer.
- When Kelly complained of irritation in her throat, she asked her to carry the doctor’s note before returning to work.
- He compelled Kelly and the two other JET members to complete documents to take a paid leave to make up for the sick time and make sure they had a consistent relationship in conjunction with Japanese employees.
Selection of Character
In the introduction, Mr. Higashi was a well-known teacher at the high school in Soto for a period of 20 years. Being a highly competent educator and scholar He was given the opportunity to be promoted to a chief advisor for the teachers who were part of the Soto Board of Education (SBE). The promotion required him to be an overseer of all scholars that participated in this program. Japan Exchange Teaching. The purpose of this program was to enable teachers from other regions of the globe to have the chance to instruct in Japan. This implies that his role as a direct supervisor in charge of supervising their performance throughout an exchange.
In fact, the majority of JET participants had a meeting with Mr. Higashi because they were in his classes while they were high school students. In this way the supervisory and teaching job allows him to make important choices in the face of conflict as well as performance-related issues. This means that he has more focused on decisions as compared to Kelly who is an elementary teacher.
Perspectives and Theories to Approach Higashi’s Decisions
One of the theories whose facets are apparent in the decision taken by Higashi is the MBIT preference theory. MBIT preferences are defined by four different dichotomies that seek to answer a variety of questions.
According to this theory, Mr. Higashi is portrayed as an introvert who takes the choice on his own and informs everyone else about what to do, without engaging them in any way. This is evident when Mr. Higashi chose to take an individual of JET students to a high school gathering without informing her prior to the meeting. The participant protested against the decision, and Mr. Higashi was extremely irritated by her decision.
In the second dimension, Mr. Higashi is more focused on sensing than intuition. He prefers things that are easily seen instead of relying on explanations and words offered by JET participants.
In one instance, the judge requested the doctor’s permission from Kelly even though he received phone contact from her about the condition that struck her. Additionally, it is evident that Mr. Higashi is a person who makes decisions through thinking. Based on his choices it is clear that he takes into account factual information prior to making a decision. This was evident in the case of requesting an official doctor’s note in order to establish proof that Kelly was in fact sick. In addition, he takes decisions based on being able to judge instead of being aware. This is due to his belief that he attempts to regulate every subject within the JET program, rather than adjusting to changes in the environment.
On the contrary, it is believed that it is also the case that the Big Five theory seeks to examine the personality of decision-makers according to their openness, conscientiousness extraversion, agreeableness, as well as neuroticism (Ashton Lee and Ashton 2009; Patten, 2011). In accordance with these five dimensions of this model, Mr. Higashi can be described as intellectual, achievement-oriented, sociable, intolerant, and irritable. The intellectual aspect is demonstrated by his professional approach to dealing with the subject.
Explanation of Higashi’s Decisions
Remembering that Mr. Higashi declared that the Japanese take their time off to work for their company and to compensate for sick days, it shows how he wished to impart the values of Japanese culture in the minds of Kelly. The goal was to boost dedication to the business in order to achieve the best results. Furthermore, the stifling acceptance of the paid-leave forms was intended in order to make sure that the organization is not able to lose funds due to employees’ inattention.
Advantages of Higashi’s Decisions
Based on the decisions taken by Mr. Higashi It is clear that there was a low chance of recklessness from the perspective of employees. His disciplined and professional method ensured that employees’ claims were scrutinized thoroughly and rigorously in order to prevent any unnecessary loss on the organization’s side. In addition, Mr. Higashi took the right decision to become an advisor due to his vast experience with his profession of teaching.
This means that the anticipated results were found to be improved under his direction and guidance. It is understandable that more appreciation should be awarded to him considering that he accepted the position despite the fact that he was in charge of JET participants who did not understand Japanese. Japanese Language. In this situation, there was an obligation to continue the translation of Japanese into English to ensure that coordination was maintained in the office.
Disadvantages of Higashi’s Decisions
Although he had a goal to improve the performance of the organization it was apparent that he was not thinking about the coexistence between people within the organization. Despite the necessity of implementing strict measures, he stepped into the private lives of employees and consequently made them feel oppressed. In particular, it was insensitive to insist that Kelly should be a part of the Japanese tradition. In this instance, it should be an individual choice for Kelly to decide whether she wants to adopt the Japanese culture or not. Furthermore, the evidence clearly showed that Mr. Higashi took decisions without the involvement of his subordinates.
As an example, he planned for Suzanne to go to the high school’s annual event without notifying her beforehand. This is an oppressive method that increases the resistance of JET participants. JET participants and ruins the relationship between the JET participants.
In the end, Mr. Higashi must be more thoughtful and thoughtful when making critical decisions regarding the group. The first is that he shouldn’t solely focus on results in the financial aspect as well as the welfare of staff (Horton and Leahy, 2009 Leahy 2002). If an employee is able to provide the required documentation to support his or her case, it’s not appropriate to take additional punishment (Johnson and Ostendorf, 2010).
Additionally, Mr. Higashi must be inclusive in making decisions that impact employees. For example, he must be aware of them prior to an event that is attended by employees. This can reduce conflicts between him and JET participants (McAuliffe and Chenoweth 2009). Additionally, she needs to find a new strategy to help instill values that are rooted in the Japanese tradition.
For instance, Mr. Higashi could organize an event that showcases the positive side that is a part of Japanese culture. This is a key role in influencing employees to embrace the values of different cultures (Johnson Rustichini, Johnson, and Macdonald 2010). In other words, imposing these values can increase resistance to change and encroach into the private space. In fact, the manager must be mindful and focus on making sure that the company is financially and socially satisfied (Wischniewski and Brune, 2011,).