Text 2 An Asian engineer is assigned to a U. S. laboratory and almost suffers a nervous breakdown. A U.S. executive tells his staff he’s going to treat them fairly -- and creates dissension. A Japanese manager is promoted by his American president, but within six months asks for a transfer. Each of these real-life cases involved people who were regarded as superior employees, but were ill-equipped to cope with the complexities and dangers of intercultural management. "Multinational companies have studied everything else, now they’re finally looking at culture", says Clifford Clarke, founder and president of the California-based IRI International Inc. "Never show the shoe to an Arab, never arrive in time for a party in Brazil, and in Japan, don’t think ’yes’ means ’yes’," advise U. S. consultants Lennie Copland and Lewis Brown Griggs, who have produced a series of films and a book to help managers improve their i
A. he was not competent for the higher position.
B. he was not accustomed to working by himself.
C. he could not make the adjustment to his new job.
D. he lacked adequate communication with his superior.
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