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Class: MGT 503 Student: Mykola Novak Date: 9/11/13

Intel in China The newly appointed division head must examine organizational or communication problems within a division of a billion-dollar semiconductor manufacturer. The manager made a decision to discontinue a project that an employee had been working on diligently for two months. The employee responded emotionally to the decision, creating the potential for conflict within the department. Being new to the department, the manager made the decision in the context of ambiguity, time pressures, and as one of a host of decisions he felt pressured to make. Crosscultural issues also come into play given that the manager, although originally from China, was educated and gathered extensive experience in the West and was thus considered an expatriate by his employees. The manager must also examine the effect of organizational culture on an employees behavior. How would you have handled the situation with Li? The situation described in the case is very challenging and yet very normal. I can tell from 4 years of working experience in Procter and Gamble, the issue of miscommunication and misalignment of projects, goals and strategies in the large scale corporations happens all the time. My course of actions in this situation towards Li would be the following: talk 1x1 with all the employees at least for 15 minutes, understand them and their passions, understand their personalities. Only after that I would try to direct the conversation in the way that will allow this employee to come to the conclusion about closing the project or downsizing the scope of the project. Yes, this approach normally takes time. However, there is no successful way one can ever be perceived as a leader for another person, if the only source of judgment is the file record. Do you believe the incident with Li was indicative of broader internal communication difficulties, and if so, what should Tang do about it? I do believe the incident with the Li was indicative of broader internal difficulties on the scale of the whole corporation. Whenever corporate culture suggests to follow the path of disagree and commit, it will have a significant negative impact on the level to which employees will be willing to take their initiatives. It was clear from the case that Li took his job seriously, he wanted to deliver outstanding results.

Li expected from himself a lot, and that was the reason for the project scope to grow significantly for the last 2 months. Informing such a motivated person about closing down the project he is passionate about, especially if the message came from inexperienced newly assigned manager and with no alignment on the decision will be very frustrating and will definitely motivate highly initiative and proactive people to live the company. Tang largely ignores his rank or his experience in the United States and hopes that by making it a nonissue, it perpetuates a feeling that he is one of a bunch of Intel employees, working hard to avoid dissonance in relationships. How realistic do you consider this attitude to be in dealing with the potential for cross-cultural conflict? There is no right answer to this questionit is meant to stimulate discussion by inviting students to share their opinions. I do believe it is very realistic that the attitude of getting things done first will help in cross-cultural conflicts. Sooner or later colleagues will understand that you are on-board with them, you have a vision of final results and you are actually willing for all the strategies to be actually implemented, not just talked and presented, as it happens often in corporations. It has never been easy job to be perceived as contributor if you are assigned on the leadership role at the totally different environment, however, there is only one good, proven way to get over those common obstacles get things done and show to people that you are capable. Furthermore, people do appreciate hard working colleagues. First of all, hard working person is reliable and will get actions rather will talk. This is a virtue in a highly political environment of big corporations. Secondly, hardworking colleagues are normally more motivated to help others, be cooperative, work together towards the common goal. There are exceptions here and there, of course, but those are generally rare. And thirdly, and this is especially relevant to this study case, when people will realize the reason behind your actions, when they will understand why you are working hard and in which direction, when they will get that you are willing to avoid cultural conflicts and spend more time to generate value for the company people will be of a great support to you. I strongly believe, that in the given example, once a conversation between Li, Tang and middle-manager will happen, when everyone will understand the reasons behind actions and directions Tang decided to take, the conflict will be eliminated and compromise will be established.

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