In the West, the emphasis is on what a man or woman does for a living. Here in the U.S., i

f you ask children what their fathers do, riley will say "My daddy drives a truck" or "My daddy is an engineer."

But in Japan, the child will tell you "My daddy works for Mitsubishi" or for "Hitachi". But you will have no idea whether the father is the president of Hitachi or a worker of Hitachi.

In Japan, the most important thing is what organization you work for. This becomes very significant when you try to analyze the direction-taking or decision-making process. At least, it explains the greater job stability in Japan, in contrast to the greater job mobility in America.

While people differ in many ways, such differences are neither superior nor inferior to each other. A particular pattern of management behavior. develops from a complexity of unique cultural factors -- and will only work within a given culture.

For example, in any approach to a problem and in any negotiations in Japan, there is the "you to you" approach, as distinguished from the Western "i to you" approach.

The difference is this: in "I to you" , both sides present their arguments straight from their own point of view -- they state what they want and what they expect to get, Thus, a confrontation (对立)situation is set up, and Westerners are very skillful in dealing with this.

The "you to you" approach practiced in Japan is based on each side -- automatically and often unconsciously -- trying to understand the other person's point of view, and for the purpose of the discussion actually declaring this understanding. Thus, the direction of the meeting is a mutual attempt at minimizing confrontation and achieving harmony.

When asking about your occupation, Japanese emphasize ______.

A．what occupation you are engaged in

B．what company you are employed by

C．whether your job is stable

D．whether you earn a good salary