The document discusses Intel's operations in China and issues that arose with a Chinese employee, Li. It contains responses to three questions: 1. The response recommends that Tang have a personal meeting with Li to clarify the message, understand Li's perspective, explain Intel's "disagree and commit" philosophy, and give Li a new challenging assignment after feedback on his behavior. 2. The response states that the incident was not really an internal communication problem but due to cross-cultural differences in organizational structures between China and the West. Tang should have personally communicated with Li to prevent him from losing face. 3. The response evaluates Tang's attitude of ignoring rank and experience as realistic, saying it helps project

1. INTEL IN CHINA
Group 8
Nidhish Thampi
Abhilash.K
Athira Lal
Rosmin Thomas
Anu Mathew

2. Question 1
How would you have handled
the situation with LI ?

3. 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.

4. 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?

5. 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.

6. 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?

7. 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

8. THANK YOU!!!!!!!!