1. Hanover Public system
by LFDSD consulting

2. CONTEXT
Dans une filiale de hps a taiwan en 98, situation
financiere mauvaise, plusieurs millions de $ ont été perdu
au cours d’une année dont 3m$ destinés a la sauvée.
Restructuration, president remplacé par James Fukuda,
americano-japonais.
Ce dernier a déjà remis à l’eau la filiale californienne
(oakland).
Les chgts qu’il a apportés a taiwan ont entrainé une
levée de boucliers auprès de ses employés chinois.
Dans une filiale de hps a taiwan en 98, situation
financiere mauvaise, plusieurs millions de $ ont été perdu
au cours d’une année dont 3m$ destinés a la sauvée.
Restructuration, president remplacé par James Fukuda,
americano-japonais.
Ce dernier a déjà remis à l’eau la filiale californienne
(oakland).
Les chgts qu’il a apportés a taiwan ont entrainé une
levée de boucliers auprès de ses employés chinois.
CHINA
TAIWAN

3. American American-Japanese Taiwanese
Howard Wolff: HPS
president group
James Fukuda: HPS
Taiwan president
Lo: executive director
Hu*: vice president of
operations
Lee*: superitendent of
manufacturig
Employees
*dismissed

4. APPRAISAL
1) Management
2) Communication
3) Intercultural differences
4)Financial situation

5. MANAGEMENT
Strengths Weaknesses
Skilled Taiwanese employees Fukuda fires employees
Managerial staff used to Chinese
business
Employees’ morale is low
Spreadsheet 1/4

6. COMMUNICATION
Strengths Weaknesses
HPS president Wolff is attentive
to the others
No dialogue is possible between
Fukuda and his employees
Spreadsheet 2/4

7. INTERCULTURAL DIFFERENCES
Strengths Weaknesses
American culture acts as an
intermediary
Tense Sino-Japanese
relationships
Differences between american
and asian organizations
Spreadsheet 3/4

8. FINANCIAL SITUATION
Strengths Weaknesses
HPS group is in good financial
health
Taiwanese subsidiary has lost
several million dollars
Fukuda’s financial management Japanese competition
Spreadsheet 4/4

9. STATEMENT OF THE PROBLEM

10. OPTION 1
To set up weekly meetings between Fukuda and
managers
It will ease the communication
between Fukuda and his staff
Slow process

11. OPTION 2
To elect employees representatives
Ensure that employees are heard
Find volunteers

12. OPTION 3
To halt the laying off (temporarily)
Comfort all the staff
Cannot save money with job cuts

13. OPTION 4
Mix Lo and Fukuda’s organizations
modes
-Financial recovery
(short term)
-Market adaptation
(long term)
Tough transition

14. OPTION 5
Decrease prices
Better competitivity
Less margins

15. Our choice