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1、Case study More exercisesCase 1lJim Ellis, vice president of a North Carolina knitwear manufacturer, was sent by his company to observe firsthand how operations were proceeding in their Korean plant and to help institute some new managerial procedures. Before any changes could be made, however, Jim
2、wanted to learn as much as possible about the problems that existed at the plant.lDuring his first week he was met with bows, polite smiles, and the continual denial of any significant problems. But Jim was enough of a realist to know that he had never heard of any manufacturing operation that didnt
3、 have some problems. So after some research, he uncovered a number of problems that the local manager and staff were not acknowledging. None of the problems were particularly unusual or difficult to solve, but Jim was frustrated that no one would admit that any problems existed.l“If you dont acknowl
4、edge the problems”, he complained to one of the managers, “how do you expect to be able to solve them?” And then to further exasperate him, just today when a problem was finally brought to his attention, it was not mentioned until the end of the workday when there was no time left to solve it.Case s
5、tudyTypical sections:case summaryCultural reasonsalternativesconclusionSuggested answerlJim was sent to Korean plant to help people there with some new managerial procedures, though Jim was welcomed with great hospitality, only to find that his Korean colleagues tried to avoid acknowledging any sign
6、ificant problems, let alone solving them. Jim couldnt understand the way that Korean solved the problem. To his exasperation, a problem was mentioned when there was no time left to solve it.Case summaryCultural Analysis lHigh-context/ low-context culturelIndividualistic/ collectivistic culturelAttit
7、ude towards bad newslIn individualistic culture, they view conflict as fundamentally a good thing. Working through conflict can gain new information about members, defuse more serious conflict, and increase group cohesiveness. Individuals should be encouraged to think of creative, even far-reaching
8、solutions to conflicts. There is also value in direct confrontation, recognizing conflict and working through it in an open, productive way.Cultural analysislPeople from collectivistic culture view conflict as ultimately destructive for relationships, thinking that when members disagree they should
9、adhere to the consensus of the group rather then engage in conflict. In culture like these, silence and avoidance may be used to manage conflict. lThus, in this case, Koreans tried their best to take the peacemaking approach to de-escalate conflicts, so that harmony between members would be maintain
10、ed as long as possible. However, Jim, from individualistic culture, considered it strange that his Korean colleagues would rather hide the problems to the last moment than solve the conflicts. In his view, suspending the conflicts wouldnt release tensions and solidify the relationship but to potenti
11、ally destruct the relationship.Combine the theory with the caselProblems should be solved from both side.lJim.lKoreans.lConclusion .solutionconclusionCase 2nOn his first trip to Mexico, Harry, a U.S. manager who intended to negotiate a contract with a Mexican firm, was invited to a dinner party by h
12、is Mexican counterpart. Since the invitation indicated that cocktails would begin at 7 p.m., Harry arrived promptly at that time. His host seemed surprised, and no one else had arrived. People began arriving about 8 p.m. Harry knew he had read the invitation correctly but felt he had gotten off a bad start. What advice would you have given Harry?Cultural analysisoM-time vs. P-timeoFuture-oriented vs. present-oriented
