Carryout a root cause analyses of the issues mentioned above by answering the following questions In Almond (Almond group including Chinese subsidiaries) how is the structure organized to ensure specialization, categorization, and coordination? What is the role of that structure as a cause(s) of the above issues? The role of cross-cultural dimensions as a cause(s) of the above issues? The role of organizational culture as a cause(s) of the above issues? The role of leadership ( Dolf and Chen) as a cause(s) of the above issues?
Read the Case and Answer -
Chen picked up the Q2 financial statement that had been distributed at the beginning of the meeting and said, "Orders? What orders? We made only 60% of our target for this quarter. When we set up this joint venture, we assigned our very best people to it--our best technicians, best salespeople, best managers. Why? Because we believed we could manufacture some of the best chemical products in the world and, in turn, get more orders. But look at this." He threw the statement down on the table. "Our performance is sinking fast. This joint venture has done nothing but hurt us. We have yet to see any return at all." Dolf Schulman requested Chen for a week’s time to discuss with his bosses at Almond Chemicals, Germany. Liu and his team of senior management were very demotivated after the meeting.
Carryout a root cause analyses of the issues mentioned above by answering the following questions
In Almond (Almond group including Chinese subsidiaries)
- how is the structure organized to ensure specialization, categorization, and coordination?
- What is the role of that structure as a cause(s) of the above issues?
- The role of cross-cultural dimensions as a cause(s) of the above issues?
- The role of organizational culture as a cause(s) of the above issues?
- The role of leadership ( Dolf and Chen) as a cause(s) of the above issues?
Step by step
Solved in 6 steps
