A Case Of Colleagues Holding The Same Job Position Essay

In the case “Managing a Global Team: Greg James at Sun Microsystems, Inc. Tsedal Neeley states that lack of inappropriate communication, leadership and decision-making is root of the crisis of HS Holdings. Generally, cultural diversity is based on many things one being the idea that certain characteristics should not be completely disregarded but regulated and valued as important. With this in view, diverse cultural issues can result in organizational problems. First, we must view your techniques to manage your global team and recognize the primary root of the problems. Secondly, you will need to identify who should be responsible for the crisis of HS Holdings because of miscommunication and inefficient leadership. Thirdly, defining roles and job descriptions is extremely important in an open work environment and

The aggravating conflict was between American top-management (represented by Andrew) and Korean top-management (represented by Mr. Song) in solving the situation. Both believed that what it wants is incompatible with what the other want (mutually exclusive). The American side blamed Korean consultants' lack of experience for the problem of behind the deadline, while the Korean side blamed Ellen's capabilities. This conflict was also a dysfunctional conflict as it harmed the company's harmony and business. If the management could not find a solution to solve conflict, the company would fail to meet the deadline, which might totally kill the company's reputation.

The primary problem in this case deals with a source of tension between two employees that have recently received promotions. There are various individual factors that may be a source of conflict that the case points to; however both parties need to look beyond their own personal perspectives in order to move towards the organizational goals. In the case of Thomas Green, he certainly has a lot of maturing to do before he is able to perform well as the next stage in his career development. In the case of his supervisor, Mr. Davis, he must also learn how to help disgruntled employees fill into their position in their new roles without any personal feelings get in the way. Several observations were made as to how both employees could address the problems. However, given the fact that both employees are new to their roles, the best case solution may involve a more senior management professional getting involved and setting a good example for both employees by resolving the sources of conflict and aligning them towards organizational goals.

The second major barrier to a successful merger between the two companies is a lack of corporate cohesion. The corporate cultures of both companies are very distinct. Royal biscuit is a new corporation that grew rapidly under the entrepreneurial expertise of one man, while Edeling is a mature family-owned business. The companies differ historically, politically and foundationally. Members of both corporations are expressing resistance towards the merger. Royal biscuit employees feel threatened by the merger and are engaging in anti-German antics; some workers don’t want to be loose their job to an Edeling worker or, in other words, to “some sausage-eater” (Reimus, B., 2004, p. 3). Edeling employees, instead, feel that Royal Biscuit employees don’t respect their corporate history. Therefore, it is imperative that Brighton and Wallach come to a cultural compromise in order to collaborate on a leadership plan and create competencies between employees within both of the

In this case study, a manager named Abdul has to deal with one of his subordinate named Hahn Chen who problem working along with another colleague has named Amie Lee. Chen wishes to be transfer and report directly to Abdul instead of Ms. Lee because Ms. Lee is not a technical supervisor. This is typical problem between employees that happens often in a working environment. A problem like this often helps demonstrate conflict managing and how good a manager is. The problem Abdul face covers many areas of organizational behavior such as conflict and negotiation, organizational change and stress management, communication, personality and values.

The issue is that two employees: one that is a male and the other is a female, has had a cross-cultural miscommunication between them via email. Onuka feels that he is discriminating against him because he is African-American, while Raquel feels that she is discriminating against her due to her being a woman. The type of employee problem that is displayed here is a lack of communication and an emotionally charged issue. There is a lack of communication that is creating a cross-culturally issue or problem as well as a gender issue or problem. Both parties are emotionally charged over the gender and cross-culturally issue or problem.

6. Describe the way in which cultural differences can act to impede communication between business people of different nationality.

2. What are the key problems related to cultural differences and which integration approach should the company follow to overcome these problems?

For instance: “Thus, U.S. managers often have relatively little difficulty doing business in England, because managers in both countries speak the same language, and a common framework exists for understanding both commercial and personal relationships”( DeNisi & Griffin, 2014, p. 56). However, this can open a can of worms if both the in house management and the business country are having issues with the foreign country such as Canada or India; to name a few. These differences can alter the direct business practices to stray from its original format, causing misunderstandings, personal norms, and certain customs to play a major role in the misfortune of the situation being evaluated. “As a result of these and myriad other cultural differences, then, managers may encounter unexpected complexities when doing business in countries where these sort of cultural differences exists” (DeNisi & Griffin, 2014, p. 56).

In this negotiation, we learned that it is important to research your opponent, to understand their culture, not only of their country or backgrounds, but also their company culture. When we are able to understand our opponent’s way of thinking about business and doing business we can then understand how to approach a negotiation situation with them. In this exercise, we learned that it is difficult for us to adjust when it involves breaking or acting in a way opposite of what we are accustomed to. We also learned that although my classmates live in the same country as we do, their upbringings may have similarities to their origin country and will therefore help them to communicate and adjust to that country’s norms and standards. We were surprised how we were able to stay in character although it was hard and it was surprising how people responded when they were unaware of your intentions and strategies. If we had to do this exercise again, what we can do is do more research on our opponents so that we would have an idea of what to expect in the negotiation table.

Mismanaging cultural differences can render otherwise successful managers and organisations ineffective when working across cultures. As stated byOsland (1990, p. 4) ``The single greatest barrier to business success is the one erected by culture''. Hofstede (1983) defines culture as "the mental programming of the mind which distinguishes the members of one human group from another" (Hofstede 1983 p. 25). Through the comparison of Chinese culture and Australian culture using Hofstedes five cross-cultural dimensions: power distance, uncertainty avoidance, masculinity, individualism, and long-term orientation an insightful view into the differences and similarities of the cultures can be obtained (Chong & Park 2003). Human Resource Management

With the unstoppable trend of globalisation, it becomes extremely significant for international businesses to have a thorough understanding of different cultures. Hofstede (1980, pp. 21-23) defines culture as ‘the collective programming of the mind distinguishing the members of one group or category of people from another’. This essay examines Hofstede’s cultural framework and suggests that Hofstede’s cultural framework is an outstanding and authoritative tool to analyze culture differences. In this essay, cultural frameworks will be discussed firstly, following by a discussion of my cultural scores and background. Finally, recommendations on cross-cultural management between China and Australia will be provided.

In this assignment, we aim to investigate in which extent an organisation must appreciate cultural differences before entering a market.

Eric Christopher ia an Associate Director for Global HR Development at Tex- Mark.he had ended up at Tex- Mark, a computer input- output manufacturer and supplier, through an indirect career route. Eric had graduated from Churchill High School and Baylor University in Waco, Texas, with a major in History and a minor in Spanish. His maternal grandmother lived in Tennesse, but was born and grew up in Edinburgh, Scotland, and Eric had spent several summers while in high school and at University backpacking around Europe. His facility for languages was impressive and he had an excellent working use of Spanish, French, Italian, and German. He could converse in Cantonese, as the result of working I a noodle

Conflict is the process by which one party claims that his or her welfares are being