Challenges Faced By Ms. Linda Myers

Not surprisingly, Natasha and her colleagues resented their boss's mistrust. As a result, they stopped making decisions for themselves; they just

Culture is an observable, powerful force in any organization. “Made up of its members’ shared values, beliefs, symbols, and behaviors, culture guides individual decisions and actions at the unconscious level. As a result, it can have a potent effect on a company’s well-being and success” (One Page, n.d.).

The case of Karen Leary illustrates the implications cultural conflict can have on business organizations and office culture. A common mistake managers make is undermining the power of cultural constraints at the organizational level. After six years as a financial consultant at Merrill Lynch, Karen Leary was promoted to general manager at the Elmville branch in Chicago. Leary wanted to achieve success at the branch office by building high-producing, successful group of professionals who work together to provide clients with complete service in meeting long-term financial goals.

All Organisations posses a distinct form of culture with some having more than a single culture. This culture is usually very difficult to measure, change and most especially change.

Her employee then makes the statement, "You're a hit, you can move on from here." To which Liz responds "Hindsight is always 20/20."

At stake here are several conflicting values, the concern for a fellow human being, self-preservation, success of the company and the pressure to perform. As VP of the division, I am under scrutiny to deliver substantial results to my president, John Edmonds, to be seen as sensitive to my product managers needs. Lisa Walters, Kathryn’s supervisor, has pressed me for a resource action for boosting staff morale and replacing her with someone who can be more productive. I also feel that Kathryn McNeil is a hard worker who is stuck in a tricky personal situation.

It saddens me that she devoted a good amount of her life to the Finishline, and the company can not show the same loyalty back. I do not know the exact reason she was let go nor can I speak about the numbers she has brought in, but I will say, "It's not about

All of a sudden with no warning ahead of time, Phillips just completely deserted the vision and all the plans for the project that he helped create and bring to life. He never gave a reason to anyone what lead to this choice of abandoning, and left everyone involved

Team Dynamics: Although some of the staff didn 't have the trades they wished for, they openly may actually communicate. This suggests they know the other person well and are in a position to work together. The ones that happen to be unhappy are directing blame at Donna rather than other staff. Therefore, the crew/team dynamic isn 't an issue.

McNeil was not able to perform to expectations due to her family obligations and had to face constant pressure from Walter who together with the rest of the team were proven to be working longer and with better results than McNeil. But due to a lack of awareness, flexibility and certain tolerance measures within the company she was subjected to discrimination and the threat of termination.

Abby Lee Miller had known that replacing Gianna would be hard. She knew that nobody wanted to see Gianna go. The Junior Elite girls took Gianna's departure especially hard, knowing they'd be left at the minimal mercy of Abby. Anybody who knew Abby's temperament was wary of the job. Sadly, that was most of Pennsylvania. Scratch that, most of the US. Only a desperate soul would take a job as Abby's personal punching bag.

Lisa Benton is that she appears to be unhappy with her current work position because she is bored and lack of responsibility; also she is frustrated with her relationships with her boss Deborah Linton and her colleague, associate product manager Ron Scoville. Benton is also her concerned about her less-than- promising performance review and her future with the organization.

Culture and the environment affect a business in many ways. Culture is not simply a different language, a different shade of skin, or different styles of food. Culture, and the environment in which you are a part of, affect the running of day to day business operations of all companies’ day in and day out. This paper will assess how Linda Myers, from the article, “The would-be pioneer,” (Green, S., 2011) was affected by the huge culture shock of working for a global conglomerate from Seoul, South Korea. We will discuss what went wrong with Ms. Myers approach to business, Hofstede’s five dimensions of culture as it

Every country has different management practices. They all have unique approaches that have been found to be the most adequate or efficient way in accomplishing specific objectives. We have heard the English terms culture, management terms, and business culture, which are commonly used business terms in America. Nonetheless, we don’t have much knowledge about international business terms. International business terms such as “wa”, “quanxi”, and “ inhwa”, which are essential management terms in Japan, China, and South Korea. In this paper I will be analyzing my findings on the words culture, management terms, business culture, “wa”, “quanxi”, “inhwa”, what would be similar terms to describe American management practices, and if these terms sufficiently capture American management practices.

To be an affective sales manager at Phoenix, Mrs. Richardson needed to be able to bring together this group of insubordinate employees who seemingly did not work well as a team. Of these employees, only a few had been meeting or exceeding expectations of the organization. More so the attitudes of the employees were so far from acceptable that there is question as to why they held the positions that they did. Alex Hoffman, top sales representative, showed little respect for Mrs. Richardson, however as he consistently brought in sales he was not a candidate to let go. Although, Mrs. Richardson still should have had a discussion with Mr. Hoffman about his actions and the fact that when other employees perceive his disrespect then they may in turn do the same. On top of that, Sarah Vega continuously showed up for work late and even missed one day per week on average. These actions are unacceptable in the workplace and worthy of termination. A third employee, Chelsea Peterson, showed absolutely no respect for her new sales manager. These sorts of actions do not deserve to go unnoticed or unpunished. Melissa Richardson should have scheduled a mandatory meeting for all employees in order to lay down the law. She needed to tell them all together as a team exactly what her expectations for