Intel in China- case analysis
Upcoming SlideShare
Loading in...5

Intel in China- case analysis






Total Views
Views on SlideShare
Embed Views



0 Embeds 0

No embeds



Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
Post Comment
Edit your comment

    Intel in China- case analysis Intel in China- case analysis Presentation Transcript

    • INTEL IN CHINA Group 8 Nidhish Thampi Abhilash.K Athira Lal Rosmin Thomas Anu Mathew
    • Question 1 How would you have handled the situation with LI ?
    • QUESTION 1• First of all, I would arrange for a personal meeting with Mr. Yong Li and clarify the message that was passed on to him through Ms. Chen.• I would try to make him believe that I totally understand his emotional response on the issue.• Explain to him the “disagree and commit” philosophy of Intel.• I would ask him limit his work to what was planned initially(manual not book) and later on give him a challenging assignment where he can prove his intellectual capabilities.• I would also share with him the feedback given by his colleagues(Complication of situation, Single mindedness, demanding style of behavior) and advise him on that.
    • Question 2 Do you believe the incident with Li was indicative of broader internal communication difficulty and if so, what could Tang do about it?
    • Question 2 • Not a real problem of internal communication. • Li emotionally attached to the project. • Cross cultural differences is the main reason for the incident. • The organizational structure of China in vertical compared to the open organizational style in the West. • Tang should have a personal meeting with Li and communicate the „Intel‟ philosophy and make sure that Li does not have a “Lost Face” feeling.
    • Question 3 Tang largely ignores his rank or his experience in US, and hope that by making it a non issue, it perpetuates a feeling that he is " one of a bunch of Intel employees working hard to avoid dissonance in relationship". How realistic do you consider this attitude to be in dealing with the potential for cross cultural conflict?
    • Question 3• It is realistic on the part of Tang to ignore his rank and expertise• His attitude was right as he was projecting himself as one among the Chinese community• Try to maintain a mix of western and eastern management style
    • THANK YOU!!!!!!!!