1. What is your assessment of Chung's performance? Chung has operated according to what he believes are the norms established for his culture. Ted's relationship with the Taiwanese client displays Chinese management principles of paternalism, particularism, and insecurity. The client-professional relationship is based on a sense of mutual obligation, where the client is expected to rely on Ted's expertise and Ted to handle the account responsibly. (Moorhouse, 2005) Ted also used social networks to establish himself in the community expected by Chinese culture. By participating in events Ted increases his "visibility and prestige" which helps create the face necessary to be considered a reliable business partner in the Chinese community. (Moorhouse, 2005) Karen had difficulty understanding these cultural differences which are the root of the problem in this case. As stated in the case study, Ted was in his forties and was stable and responsible. Karen admitted that she didn't really know the whole person (referring to Ted), but chalked it up to the fact that he was Asian and she wasn't. Karen would not be described as having much “Cultural Intelligence,” defined by the text as “the ability to accurately interpret ambiguous cross-cultural situations” (Robert Kreitner, 2008). Figure 4-2 in the text defines the differences between Low and High-context cultures, with China being a high-context culture and North American countries being low-context. Below are the characteristics of each culture type: High Context Low Context Establish social trust first Start with business first Value personal relationships and goodwill Evaluate competence and performance Agreement for general trust Agreement for specific,.... .. half of the document... ... Hawaii we have only lived in Hawaii and Guam. She has been dancing hula since the age of 4 and competitively since the age of 7. A couple of years ago we went to visit my family at Christmas, on Christmas Eve we all went to the family church. As we sat together during the service I noticed that Megan kept looking around and seemed uncomfortable. I asked her if there was something wrong and she turned to me and asked "Dad, why is everyone here white?" She has grown up in such a multicultural lifestyle that she is out of her comfort zone when placed in a single culture environment. Moorhouse, A. (2005, November). International managerial organizational behavior. Retrieved October 16, 2008, from University of California Berkley: http://www.ocf.berkeley.edu/~matran/Files/proKarenLeary.docRobert Kreitner, A. K. (2008). Organizational behavior. New York: McGraw-Hill Irwin.