Fitzburg tire company
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The document discusses communication issues between Max Bierman, the American construction manager of Fitzburg Tire Company, and Leopoldo Sanchez Garcia, the chief engineer in Cuernavaca, Mexico. There have been delays in the construction project due to a lack of specifications and misunderstandings between the two managers who have differing approaches to project management and work culture. Some key differences that have led to conflicts include views on work-life balance, communication style, and respect for local traditions. The document explores potential solutions to resolve their issues, such as increasing supervision, changing work hours, or cultural sensitivity training, but notes challenges with each approach.
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Fitzburg tire company
- 1. Fitzburg Tire Company Case Study Victoire Braquehais Celia Collard
- 2. When you think of Mexico…
- 3. When you think of America…
- 4. Index I. Presentation of the case II. Strengths and Weaknesses III. Problematic IV. Solutions
- 5. Presentation of the case
- 6. Names Leopoldo Sanchez Garcia Chief Engineer, Fitzburg Company Max Bierman American construction Manager, Fitzburg Tire Company Maestro Miguel Munoz Works Forman
- 7. Location Cuernavaca, Mexico Philadelphia, United States
- 9. Dates Report: From April 1 to April 30 1997 Memo: From April 29 to May 2 1997
- 10. Introduction Three months delay in construction Work has to be redone due to a lack of specification First time Bierman works outside the US
- 11. Synopsis of exhibits From Leopoldo to Max - Demolition of the wall and reconstruction of a new wall before May 3rd under the supervision of Munoz. - In case of any mistake: breach of contract - Hiring of 30 more unskilled workers - Hiring of three or four young engineers to supervise the subcontractors - No cancelation of the “siesta”
- 12. From Max to Leopoldo - Refusal of Leopoldo’s preposition - No hiring of more unskilled workers or engineers costs have to remain the same - Cancelation of the “siesta” as requested Loose of two hours a day of work productivity
- 13. Bierman’s progress report to the Head Office - Previous work (Start of the construction in august 1996): foundations, storage rooms, curing room and basic frames. - Work completed (April 1997): Some delays due to construction errors. Procurements problems. - Work scheduled (May 1997): Continuation of the work. Proposed Changes: - Increase of the work tempo: cancelation of the “siesta” break and 8 hours work/day - Tighter fiscal and supervisory control
- 14. From Leopoldo to Max Proposed changes not accepted: - Request to keep the “siesta” - No young inexperienced Americano to play the watchdog - New methods of buildings instead of ultimatums
- 16. Communication Strengths They are trying to make things right Weaknesses Sanchez: too permissive No listening skills Lack of diplomacy Loose of temper Bierman: hostile attitude towards workers Due to a lack of specifications, a part of the work has to be redone Language barrier (Spanish)
- 17. Intercultural Differences Strengths Mexicans care for people and for doing things right Americans want efficient work and are result-oriented Weaknesses Difference of work tempo Difficulty to accept the supervision of a young Manager
- 18. Ethics Strengths Weaknesses Beautiful houses, swimming pool and servants Working on a Sunday afternoon in a Christian country Use of clichés (“He can’t read” “Let’s get rid of him”, “Land of manana”) Using pressure on co-workers to make them react Bierman sends the report to Philadelphia without taking into account his conversation with Sanchez
- 19. Management Strengths Blame nobody (Leopoldo) Weaknesses Blaming others (Max) Lack of experience with Mexican Culture Young inexperienced “Americano”
- 20. Mexico United-States Personnal Sensitivity No separation private and work sphere Differences of opinions Avoid conflicts Separation work / personnal relationships Sensitivity seen as weakness Tough business front Ethics Truth = diplomacy Truth = absolute value Communication No = “maybe” or Direct Yes/No “I'll get back to you” answers Time Management No meetings on week-ends Straight to the point Management Authoritative ≠ authoritarian No criticizing in public Instructions clear and precise Managers are more likely to disregard the opinions of subordinates Individualistic
- 21. Problematic
- 22. Problematic How can Max and Leopoldo resolve their communication problems? How can Max take into account the latin american culture and is it possible for Leopoldo to put aside his working methods and his traditions?
- 23. The situation remains the same Advantages They will keep the same working methods. They stay in their comfort zone. No effort to change things. Disadvantages They won’t be able to work together in the future and they will have a bad opinion of the other culture.
- 24. Hiring of more unskilled workers and engineers for more supervision Advantages It will speed up the construction. More supervision. Disadvantages More costs
- 25. Cancelation of the “siesta” Advantages Increase of the work tempo Disadvantages No respect for traditions
- 26. We transfer Max and John to another department and we put someone who’s more experienced with latine culture Advantages It lows cultural differences Disadvantages It will cost more delays because there will be a new organization and a adaptation time is needed
- 27. We fire everyone and they follow a training course of listening skills and intercultural differences Advantages Disadvantages Full intercultural immersion The construction site will be forgotten for a while
- 28. Question Do you think cultural differences can lead to a fail in business? Do you think these cultural differences could occur in our daily business world?