The document discusses problems arising on an IT implementation project between American and Korean teams. Key issues included cultural differences in management styles, lack of experience, and unclear leadership structure. Alternatives proposed were staffing changes, making the American manager full-time, or calling a meeting with oversight committees. A SWOT analysis identified strengths as experienced consultants but weaknesses as limited international experience. Recommendations for future projects included stricter responsibilities, skilled staff, and regular meetings.
The document discusses problems that have arisen in a joint consulting project between an American and Korean company. Key issues include unclear roles and authority between the co-managers Jack and Ellen, cultural biases against Ellen as a woman, and differences in communication and work styles between the American and Korean consultants that have led to delays. Recommendations are made to more clearly define the roles of Jack and Ellen, prioritize finishing work for the client, improve communication between the groups, and provide cultural training to prevent future issues.
This document summarizes a case study on the Amadubi rural tourism project implemented by the NGO Kalamandir. It discusses several key points about the project including stakeholders involved, issues faced during implementation, and the current state of the tourism site. Key stakeholders included UNDP, various government ministries and departments, and Kalamandir. Major problems faced were a lack of project planning, infrastructure development, and involvement of local villagers. Currently, the site offers visitors opportunities to experience local culture and nature, though amenities remain basic. The document evaluates whether Kalamandir was suitable to lead the project and whether standard project management practices were followed.
Southwest Airlines was founded in 1971 in Dallas, Texas. It has a strong organizational culture focused on values like family, equality, dedication, and fun. The CEO, Herb Kelleher, fostered an informal, transactional leadership style where he treated employees like family. Southwest utilizes selective recruiting and training to socialize new employees into the culture. It has been successful in capturing value through high customer satisfaction driven by happy employees and a competitive low-cost business model that has been difficult for competitors to copy.
IKEA faced environmental and social issues related to its global sourcing practices. In the 1980s and 1990s, IKEA dealt with formaldehyde scandals in its products from suppliers in Denmark and Germany. It responded by stopping affected product lines and working with suppliers on environmental criteria. In 1994, a child labor scandal emerged in Pakistan. IKEA apologized, consulted organizations, changed contracts to monitor suppliers, and appointed a third party to audit child labor. In 1995, a German TV report found child labor at an Indian supplier, Rangan Exports. IKEA terminated the contract but faced an ethical dilemma around the response. Recommendations included supporting Rugmark Foundation's monitoring efforts and improving IKEA's own supplier oversight to
Jindi Enterprises is a Chinese company founded in 1997 by Ma Rui that manufactures heat exchanger units and HVAC systems. It has grown significantly but now faces challenges, including the resignation of its sales manager Zhou Xun, who joined a competitor. The document discusses four candidates to replace Zhou as sales manager and analyze the pros and cons of each. It ultimately decides that Qian Cheng is the best choice due to his engineering knowledge, managerial experience from previous roles, and industry connections that will help distribute costs and benefits across stakeholders.
IDEO Product Development Presentation Team 4_FinalKaren He
IDEO uses design thinking methodology and prototyping to create user-friendly products. It helped develop the Palm Pilot and later the slimmer Palm V. When asked to work on the Handspring Visor, a proposed competitor, IDEO initially considered declining due to brand issues but ultimately accepted and launched the Visor in 1999, though it had design flaws. This case examines IDEO's process versus traditional project management and differences between the Palm V and Visor projects.
This document provides an overview and analysis of General Electric's strategies under CEO Jeffrey Immelt from 2001-2009. It discusses Immelt's core strategies of growth, integration, and value creation. It analyzes GE's financial performance and portfolio from 2008 including revenues, profits, assets and debt. It recommends reducing reliance on GE Capital, increasing renewable energy investment, and selling NBC Universal while continuing international expansion.
The document discusses problems arising on an IT implementation project between American and Korean teams. Key issues included cultural differences in management styles, lack of experience, and unclear leadership structure. Alternatives proposed were staffing changes, making the American manager full-time, or calling a meeting with oversight committees. A SWOT analysis identified strengths as experienced consultants but weaknesses as limited international experience. Recommendations for future projects included stricter responsibilities, skilled staff, and regular meetings.
The document discusses problems that have arisen in a joint consulting project between an American and Korean company. Key issues include unclear roles and authority between the co-managers Jack and Ellen, cultural biases against Ellen as a woman, and differences in communication and work styles between the American and Korean consultants that have led to delays. Recommendations are made to more clearly define the roles of Jack and Ellen, prioritize finishing work for the client, improve communication between the groups, and provide cultural training to prevent future issues.
This document summarizes a case study on the Amadubi rural tourism project implemented by the NGO Kalamandir. It discusses several key points about the project including stakeholders involved, issues faced during implementation, and the current state of the tourism site. Key stakeholders included UNDP, various government ministries and departments, and Kalamandir. Major problems faced were a lack of project planning, infrastructure development, and involvement of local villagers. Currently, the site offers visitors opportunities to experience local culture and nature, though amenities remain basic. The document evaluates whether Kalamandir was suitable to lead the project and whether standard project management practices were followed.
Southwest Airlines was founded in 1971 in Dallas, Texas. It has a strong organizational culture focused on values like family, equality, dedication, and fun. The CEO, Herb Kelleher, fostered an informal, transactional leadership style where he treated employees like family. Southwest utilizes selective recruiting and training to socialize new employees into the culture. It has been successful in capturing value through high customer satisfaction driven by happy employees and a competitive low-cost business model that has been difficult for competitors to copy.
IKEA faced environmental and social issues related to its global sourcing practices. In the 1980s and 1990s, IKEA dealt with formaldehyde scandals in its products from suppliers in Denmark and Germany. It responded by stopping affected product lines and working with suppliers on environmental criteria. In 1994, a child labor scandal emerged in Pakistan. IKEA apologized, consulted organizations, changed contracts to monitor suppliers, and appointed a third party to audit child labor. In 1995, a German TV report found child labor at an Indian supplier, Rangan Exports. IKEA terminated the contract but faced an ethical dilemma around the response. Recommendations included supporting Rugmark Foundation's monitoring efforts and improving IKEA's own supplier oversight to
Jindi Enterprises is a Chinese company founded in 1997 by Ma Rui that manufactures heat exchanger units and HVAC systems. It has grown significantly but now faces challenges, including the resignation of its sales manager Zhou Xun, who joined a competitor. The document discusses four candidates to replace Zhou as sales manager and analyze the pros and cons of each. It ultimately decides that Qian Cheng is the best choice due to his engineering knowledge, managerial experience from previous roles, and industry connections that will help distribute costs and benefits across stakeholders.
IDEO Product Development Presentation Team 4_FinalKaren He
IDEO uses design thinking methodology and prototyping to create user-friendly products. It helped develop the Palm Pilot and later the slimmer Palm V. When asked to work on the Handspring Visor, a proposed competitor, IDEO initially considered declining due to brand issues but ultimately accepted and launched the Visor in 1999, though it had design flaws. This case examines IDEO's process versus traditional project management and differences between the Palm V and Visor projects.
This document provides an overview and analysis of General Electric's strategies under CEO Jeffrey Immelt from 2001-2009. It discusses Immelt's core strategies of growth, integration, and value creation. It analyzes GE's financial performance and portfolio from 2008 including revenues, profits, assets and debt. It recommends reducing reliance on GE Capital, increasing renewable energy investment, and selling NBC Universal while continuing international expansion.
This presentation is regarding the mabe company. Mabe is a private Mexican company which is famous for producing high quality kitchen appliances (dishwashers, stove, oven, refrigerators,etc.) Mabe entered into a joint venture with General Electric (GE) Company.
The document summarizes a digitization project between Ken Private Limited and Dogma International. Ken was tasked with digitizing newspaper content over a period of years. The project involved teams in India and the Philippines, with the Indian team developing the technology platform and the Filipino team doing content processing. Communication gaps arose between the teams, issues were not always quickly resolved, and the Filipino team's trust in the project manager decreased over time. Recommendations include deploying a technical support unit in the Philippines, increasing cross-functional communication, gaining ongoing client feedback, and changing subpar scanners.
Mia Foster is the new CEO of Levendary Café, replacing the founder. Levendary Café is a 3,500 location quick casual restaurant chain that is publicly traded. It has been successful in the US market but is now looking to expand internationally, starting in China. There are several challenges Foster faces in China, including differing tastes and business practices compared to the US. She will need to make changes to the company's structure and operations in China to better adapt to the local market and manage the independent business practices of Louis Chen, who operates Levendary Café locations in China. Foster is developing an action plan to standardize practices while allowing flexibility, establish better oversight of Chen, and continue the company's growth strategy in
This document summarizes a case study on the Amadubi rural tourism project implemented by the NGO Kalamandir. It discusses several key points about the project including stakeholders involved, issues faced during implementation, and the current state of the tourism site. Key stakeholders included UNDP, various government ministries and departments, and Kalamandir. Major problems implementing the project were a lack of planning, infrastructure, and support from government agencies. The rural tourism site now offers visitors opportunities to experience local culture and nature, though amenities remain basic.
This document summarizes a SWOT analysis and current issues for Silvio Napoli at Schindler India. It identifies strengths such as standardization and market potential, weaknesses like lack of marketing and customization, and opportunities in growing market segments. Threats include rising import duties and strong competition. Current issues include orders for non-standard products, increased costs, and lack of cooperation from European plants. The document provides advice Silvio could give on a non-standard glass wall elevator order and an implementation plan to address issues through standardization, new marketing, local sourcing, and revised forecasts.
M&M was founded in 1945 in India and entered the automotive manufacturing sector by launching the Willys Jeep. It has since expanded its product portfolio to include UVs, tractors, small aircraft, buses and more. In 2002, M&M entered the Indian UV segment by launching the Scorpio. It followed an "engine theory" business model and established international operations including in South Africa. Shah faces the dilemma of how to grow M&M's South African subsidiary and considers options like contract assembly, own manufacturing, or importing CBUs from India.
- CEMEX is one of the largest cement companies in the world founded in 1906 and headquartered in Mexico.
- It has grown significantly over the decades through acquisitions within Mexico in the 1960s and overseas acquisitions starting in the 1980s, expanding into the US, Canada, and Latin America.
- CEMEX has been able to outperform competitors by making successful acquisitions, focusing on emerging markets, implementing strategies, and improving performance indicators.
Case Analysis Coca Cola vs. Pepsi in India: The Battle of the Bottle Continue...Hardik Shah
1. The document analyzes the soft drink industry in India and the battle between Coca Cola and Pepsi through a PESTEL analysis. It examines the political, economic, social, and technological factors affecting the industry.
2. Pepsi's core competencies included aggressive marketing strategies and promotional campaigns. It focused on marketing over investing in manufacturing. Research and development was also important to compete.
3. Pepsi's business strategy was differentiation through aggressive marketing and building presence in cities by understanding customer needs.
CEMEX has benefited from globalization through risk mitigation, access to local resources and capital accumulation, no need for local product adaptation, increased market share, improved plant efficiency, and better management practices. Globalization allows CEMEX to achieve economies of scale, reach new customer segments, and increase research and development. Going forward, CEMEX should focus on establishing a global culture, expanding through mergers and acquisitions, entering new markets to avoid hostile takeovers, investing in R&D and quality, leveraging IT, targeting emerging markets like BRICS nations, and considering factors like EBITDA, culture, geography, and stability when selecting new countries.
Sales Force Training at Arrow Electronics - Case AnalysisNikhil Saraf
Arrow Electronics is a broadline distributor of electronics and semiconductor components. It began in 1935 and is now one of the largest distributors in the US. Arrow implemented the Sprouts program in the 1980s to hire and train recent college graduates as salespeople. This was done to address high turnover, lack of training, and hiring issues. The Sprouts program provided structured training but still had attrition issues as graduates were recruited by competitors. Arrow later implemented Pathways to continue recruiting and training college graduates, formalizing the process. It aims to address the shrinking industry pool and bring new talent into the salesforce.
This document provides an overview of Toyota Motor Corporation's international human resource management practices. It discusses Toyota's origins in Japan and decision to globalize. Toyota pursues a geocentric business strategy, standardizing some practices while adapting others locally. Toyota culture is based on continuous improvement and respect for people. Toyota recruits using in-house grooming and screens candidates rigorously based on fit with Toyota values. It uses both parent country nationals and host country nationals, supporting expatriates. Toyota provides structured training and development and performance management to enhance employee productivity.
CEMEX is a global cement company founded in Mexico in 1906. Through acquisitions starting in the 1960s, CEMEX became the largest cement producer in Mexico. In the following decades, CEMEX pursued an aggressive globalization strategy, making acquisitions in the US, Europe, and other markets. This allowed CEMEX to mitigate risk, access new resources and markets, and improve management practices. CEMEX outperformed competitors by focusing on growth markets through strategic acquisitions and implementing performance-based strategies. The presentation recommends CEMEX further expand into high-growth countries in Asia and emerging markets to continue its globalization.
EURO DISNEYLAND TO DISNEYLAND PARIS, A LESSON EWELL LEARNEDAYEBARE EUNICE
A TRANSFORMATION OF EURO DISNEY TO DISNEY LAND PARIS. THE VARIOUS STRATEGIES IMPLEMENTED AND THE LESSONS INTERNATIONAL MANGERS CAN LEARN FROM THIS CASE STUDY
Television is a mass communication medium that transmits moving images and sound. It was invented in the early 20th century and has since become a common device in many households, with people using it for entertainment, news, advertising and education. Some of the major television manufacturers include Samsung, LG, Sony, Panasonic and TCL. These companies produce televisions in a variety of screen sizes and resolutions including standard definition, high definition, 4K ultra-high definition, and 8K. They utilize different technologies such as LCD, LED and OLED displays.
1) The document discusses the Australia Japan Cable (AJC) project, a $520 million submarine cable system linking Sydney, Australia to Japan via Guam.
2) Key sponsors of the project were Telstra, Japan Telecom, and Teleglobe. The cable was expected to have an asset life of 15 years.
3) A feasibility study was conducted for the project and found sufficient demand for cable capacity to support a highly leveraged capital structure for the project.
This document discusses the Chad-Cameroon Pipeline Project, including a description of the project, benefits to the parties involved, proposed financial structure, costs, and risks. It also examines the revenue management plan and whether it would be successful. As a World Bank/IFC board member, the author would approve the deal due to the IFC/World Bank's crucial involvement, but would recommend addressing serious concerns and introducing oversight and accountability measures.
1) Recruitment of a STAR analyst for investment banking firm RSH to replace Peter Thompson for an upcoming semiconductor deal.
2) Two top candidates are identified - David Hughes, currently ranked highly by Institutional Investor, and Seth Horkum, who demonstrates a strong skill set for the industry needs.
3) While David has more experience, Seth is younger and may have higher long term value for RSH's culture and continued improvement. Therefore, the document recommends recruiting Seth Horkum for the open STAR analyst position.
1. The team was tasked with introducing an Executive Information System (EIS) to increase performance at Teleswitches LTD, but initially faced resistance from the CEO.
2. The team developed a strategy to first analyze managers' personalities and convince top managers to approve the EIS, who would then lead adoption within their teams.
3. The team had to adapt their strategy after misunderstanding the company's hierarchy and key actors, and they worked to gain support from influential people and understand the culture better.
This presentation is regarding the mabe company. Mabe is a private Mexican company which is famous for producing high quality kitchen appliances (dishwashers, stove, oven, refrigerators,etc.) Mabe entered into a joint venture with General Electric (GE) Company.
The document summarizes a digitization project between Ken Private Limited and Dogma International. Ken was tasked with digitizing newspaper content over a period of years. The project involved teams in India and the Philippines, with the Indian team developing the technology platform and the Filipino team doing content processing. Communication gaps arose between the teams, issues were not always quickly resolved, and the Filipino team's trust in the project manager decreased over time. Recommendations include deploying a technical support unit in the Philippines, increasing cross-functional communication, gaining ongoing client feedback, and changing subpar scanners.
Mia Foster is the new CEO of Levendary Café, replacing the founder. Levendary Café is a 3,500 location quick casual restaurant chain that is publicly traded. It has been successful in the US market but is now looking to expand internationally, starting in China. There are several challenges Foster faces in China, including differing tastes and business practices compared to the US. She will need to make changes to the company's structure and operations in China to better adapt to the local market and manage the independent business practices of Louis Chen, who operates Levendary Café locations in China. Foster is developing an action plan to standardize practices while allowing flexibility, establish better oversight of Chen, and continue the company's growth strategy in
This document summarizes a case study on the Amadubi rural tourism project implemented by the NGO Kalamandir. It discusses several key points about the project including stakeholders involved, issues faced during implementation, and the current state of the tourism site. Key stakeholders included UNDP, various government ministries and departments, and Kalamandir. Major problems implementing the project were a lack of planning, infrastructure, and support from government agencies. The rural tourism site now offers visitors opportunities to experience local culture and nature, though amenities remain basic.
This document summarizes a SWOT analysis and current issues for Silvio Napoli at Schindler India. It identifies strengths such as standardization and market potential, weaknesses like lack of marketing and customization, and opportunities in growing market segments. Threats include rising import duties and strong competition. Current issues include orders for non-standard products, increased costs, and lack of cooperation from European plants. The document provides advice Silvio could give on a non-standard glass wall elevator order and an implementation plan to address issues through standardization, new marketing, local sourcing, and revised forecasts.
M&M was founded in 1945 in India and entered the automotive manufacturing sector by launching the Willys Jeep. It has since expanded its product portfolio to include UVs, tractors, small aircraft, buses and more. In 2002, M&M entered the Indian UV segment by launching the Scorpio. It followed an "engine theory" business model and established international operations including in South Africa. Shah faces the dilemma of how to grow M&M's South African subsidiary and considers options like contract assembly, own manufacturing, or importing CBUs from India.
- CEMEX is one of the largest cement companies in the world founded in 1906 and headquartered in Mexico.
- It has grown significantly over the decades through acquisitions within Mexico in the 1960s and overseas acquisitions starting in the 1980s, expanding into the US, Canada, and Latin America.
- CEMEX has been able to outperform competitors by making successful acquisitions, focusing on emerging markets, implementing strategies, and improving performance indicators.
Case Analysis Coca Cola vs. Pepsi in India: The Battle of the Bottle Continue...Hardik Shah
1. The document analyzes the soft drink industry in India and the battle between Coca Cola and Pepsi through a PESTEL analysis. It examines the political, economic, social, and technological factors affecting the industry.
2. Pepsi's core competencies included aggressive marketing strategies and promotional campaigns. It focused on marketing over investing in manufacturing. Research and development was also important to compete.
3. Pepsi's business strategy was differentiation through aggressive marketing and building presence in cities by understanding customer needs.
CEMEX has benefited from globalization through risk mitigation, access to local resources and capital accumulation, no need for local product adaptation, increased market share, improved plant efficiency, and better management practices. Globalization allows CEMEX to achieve economies of scale, reach new customer segments, and increase research and development. Going forward, CEMEX should focus on establishing a global culture, expanding through mergers and acquisitions, entering new markets to avoid hostile takeovers, investing in R&D and quality, leveraging IT, targeting emerging markets like BRICS nations, and considering factors like EBITDA, culture, geography, and stability when selecting new countries.
Sales Force Training at Arrow Electronics - Case AnalysisNikhil Saraf
Arrow Electronics is a broadline distributor of electronics and semiconductor components. It began in 1935 and is now one of the largest distributors in the US. Arrow implemented the Sprouts program in the 1980s to hire and train recent college graduates as salespeople. This was done to address high turnover, lack of training, and hiring issues. The Sprouts program provided structured training but still had attrition issues as graduates were recruited by competitors. Arrow later implemented Pathways to continue recruiting and training college graduates, formalizing the process. It aims to address the shrinking industry pool and bring new talent into the salesforce.
This document provides an overview of Toyota Motor Corporation's international human resource management practices. It discusses Toyota's origins in Japan and decision to globalize. Toyota pursues a geocentric business strategy, standardizing some practices while adapting others locally. Toyota culture is based on continuous improvement and respect for people. Toyota recruits using in-house grooming and screens candidates rigorously based on fit with Toyota values. It uses both parent country nationals and host country nationals, supporting expatriates. Toyota provides structured training and development and performance management to enhance employee productivity.
CEMEX is a global cement company founded in Mexico in 1906. Through acquisitions starting in the 1960s, CEMEX became the largest cement producer in Mexico. In the following decades, CEMEX pursued an aggressive globalization strategy, making acquisitions in the US, Europe, and other markets. This allowed CEMEX to mitigate risk, access new resources and markets, and improve management practices. CEMEX outperformed competitors by focusing on growth markets through strategic acquisitions and implementing performance-based strategies. The presentation recommends CEMEX further expand into high-growth countries in Asia and emerging markets to continue its globalization.
EURO DISNEYLAND TO DISNEYLAND PARIS, A LESSON EWELL LEARNEDAYEBARE EUNICE
A TRANSFORMATION OF EURO DISNEY TO DISNEY LAND PARIS. THE VARIOUS STRATEGIES IMPLEMENTED AND THE LESSONS INTERNATIONAL MANGERS CAN LEARN FROM THIS CASE STUDY
Television is a mass communication medium that transmits moving images and sound. It was invented in the early 20th century and has since become a common device in many households, with people using it for entertainment, news, advertising and education. Some of the major television manufacturers include Samsung, LG, Sony, Panasonic and TCL. These companies produce televisions in a variety of screen sizes and resolutions including standard definition, high definition, 4K ultra-high definition, and 8K. They utilize different technologies such as LCD, LED and OLED displays.
1) The document discusses the Australia Japan Cable (AJC) project, a $520 million submarine cable system linking Sydney, Australia to Japan via Guam.
2) Key sponsors of the project were Telstra, Japan Telecom, and Teleglobe. The cable was expected to have an asset life of 15 years.
3) A feasibility study was conducted for the project and found sufficient demand for cable capacity to support a highly leveraged capital structure for the project.
This document discusses the Chad-Cameroon Pipeline Project, including a description of the project, benefits to the parties involved, proposed financial structure, costs, and risks. It also examines the revenue management plan and whether it would be successful. As a World Bank/IFC board member, the author would approve the deal due to the IFC/World Bank's crucial involvement, but would recommend addressing serious concerns and introducing oversight and accountability measures.
1) Recruitment of a STAR analyst for investment banking firm RSH to replace Peter Thompson for an upcoming semiconductor deal.
2) Two top candidates are identified - David Hughes, currently ranked highly by Institutional Investor, and Seth Horkum, who demonstrates a strong skill set for the industry needs.
3) While David has more experience, Seth is younger and may have higher long term value for RSH's culture and continued improvement. Therefore, the document recommends recruiting Seth Horkum for the open STAR analyst position.
1. The team was tasked with introducing an Executive Information System (EIS) to increase performance at Teleswitches LTD, but initially faced resistance from the CEO.
2. The team developed a strategy to first analyze managers' personalities and convince top managers to approve the EIS, who would then lead adoption within their teams.
3. The team had to adapt their strategy after misunderstanding the company's hierarchy and key actors, and they worked to gain support from influential people and understand the culture better.
Week 8Read· Six Defining Traits of a Successful 21st Century .docxphilipnelson29183
This document outlines a weekly lesson plan for a leadership course. It includes readings, themes, and learning activities. For week 8, the theme is on the importance of reflection for 21st century leaders. One learning activity puts students in the role of the CEO of a solar panel company considering relocating due to tax and regulatory issues. Students are asked to draft a memo to inform employees of the potential move. Another activity asks students to reflect on how their vision of a leader has changed throughout the course.
Assignment 1 Decision Making and HierarchyCultural difference.docxmurgatroydcrista
Assignment 1: Decision Making and Hierarchy
Cultural differences can have a significant impact on business operations and cause harm when not properly managed. Mergers and acquisitions can create challenges due to cultural expectations on a national and organizational level. Often, managers are expected to integrate their current focus into a larger project without understanding how to do so in a larger context. Communication and coaching are key concepts in ensuring a smooth transition.
As the HR manager of Banks Industries, one of the issues you face with regard to the company’s acquisition of a Chinese firm is presented in the following scenario:
The operations manager from Banks in Centervale is used to having complete autonomy. However, on this project, he will have to work directly with the locally based manager in China and share decision making. The lead manager says that he wants to have the final say on all decisions as he knows how to align the project with the corporate strategies and objectives, something he has been doing for the past 30 years. The local manager mistrusts the corporate manager because he has been very vocal about not wanting to co-manage on the project.
Review the scenario and your readings and address the following:
Suggest strategies or solutions to neutralize the situation so the project can move forward.
Develop a communication plan to coach both managers on how to work together to accomplish the organization’s goals.
.
Assignment 1 Decision Making and HierarchyCultural differences ca.docxmurgatroydcrista
Assignment 1: Decision Making and Hierarchy
Cultural differences can have a significant impact on business operations and cause harm when not properly managed. Mergers and acquisitions can create challenges due to cultural expectations on a national and organizational level. Often, managers are expected to integrate their current focus into a larger project without understanding how to do so in a larger context. Communication and coaching are key concepts in ensuring a smooth transition.
As the HR manager of Banks Industries, one of the issues you face with regard to the company’s acquisition of a Chinese firm is presented in the following scenario:
The operations manager from Banks in Centervale is used to having complete autonomy. However, on this project, he will have to work directly with the locally based manager in China and share decision making. The lead manager says that he wants to have the final say on all decisions as he knows how to align the project with the corporate strategies and objectives, something he has been doing for the past 30 years. The local manager mistrusts the corporate manager because he has been very vocal about not wanting to co-manage on the project.
Review the scenario and your readings and address the following:
Suggest strategies or solutions to neutralize the situation so the project can move forward.
Develop a communication plan to coach both managers on how to work together to accomplish the organization’s goals.
.
Question 11. A term for continuous improvement in an organizat.docxmakdul
Question 1
1. A term for continuous improvement in an organization is?
Total Quality Management.
Kaizen.
Empowerment.
Honne.
5 points
Question 2
1. When a group of workers who meet on a regular basis to discuss ways of improving the quality of work, it is called:
All hands meeting.
Division meeting.
Quality control circle.
Board of Directors.
5 points
Question 3
1. There has been an emergence of new beliefs about quality, quality is everyone's job, not just a special department and training in quality ___________.
Saves money.
Is very costly.
Is unnecessary for any employees.
Is too special for most employees to be trained.
5 points
Question 4
1. The term for doing the right thing according to the societal norm is called?
The Status Quo.
Political correctness.
Social Politics.
Tatemae.
5 points
Question 5
1. The process of evaluating results in relation to plans or objectives and deciding what action, if any to take is __________ and it is combined with __________?
Global strategy and quality.
Control and quality.
Controlling and decision making.
Decision making and quality.
5 points
Question 6
1. Ways to recognize a neutral culture from an affective culture include all but which one of the following items?
Physical contact, gesturing, and/or strong facial expressions are not used.
Emotions are dammed up, although occasional explosions occur.
Do not reveal what they are thinking or feeling.
People express goodwill and respond warmly to all comments and ideas.
5 points
Question 7
1. The process of influencing people to direct their efforts toward the achievement of some particular goal or goals, is called?
Leadership.
Management.
Charismatic.
Socially responsible management.
5 points
Question 8
1. Efficiency in operations results from arranging conditions of work in such a way that human elements interface to a minimum degree is considered what on the Managerial Grid?
High Concern for people and relationships; Low concern for production and task.
Low Concern for people and relationships; High concern for production and task.
High Concern for people and relationships; High concern for production and task.
Low Concern for people and relationships; Low concern for production and task.
5 points
Question 9
1. Transformational leaders that can get their followers to question old paradigms and to accept new views of the world and how things should be done now and for the future are known as?
Idealized influential leaders;
Inspirational motivational leaders;
Intellectually stimulating leaders;
Idealized Influential leaders.
5 points
Question 10
1. Different countries have different managerial beliefs about work different than the U.S. When thinking about Russian managerial beliefs about work with regard to Marxist related beliefs, free enterprise has been embraced by some, but not all because?
A person can learn better on the job in a traditional facto ...
ssignment 1 Decision Making and HierarchyCultural differences can.docxjonghollingberry
ssignment 1: Decision Making and Hierarchy
Cultural differences can have a significant impact on business operations and cause harm when not properly managed. Mergers and acquisitions can create challenges due to cultural expectations on a national and organizational level. Often, managers are expected to integrate their current focus into a larger project without understanding how to do so in a larger context. Communication and coaching are key concepts in ensuring a smooth transition.
As the HR manager of Banks Industries, one of the issues you face with regard to the company’s acquisition of a Chinese firm is presented in the following scenario:
The operations manager from Banks in Centervale is used to having complete autonomy. However, on this project, he will have to work directly with the locally based manager in China and share decision making. The lead manager says that he wants to have the final say on all decisions as he knows how to align the project with the corporate strategies and objectives, something he has been doing for the past 30 years. The local manager mistrusts the corporate manager because he has been very vocal about not wanting to co-manage on the project.
Review the scenario and your readings and address the following:
Suggest strategies or solutions to neutralize the situation so the project can move forward.
Develop a communication plan to coach both managers on how to work together to accomplish the organization’s goals.
By
Saturday, February 27, 2016
respond to the discussion question assigned by the Faculty. Submit your response to the appropriate
Discussion Area
. Use the same
Discussion Area
to comment on your classmates' submissions and continue the discussion until
Wednesday, March 2, 2016.
Comment on how your classmates would address differing views.
.
CSUFOB 340B. LuskIssues at NEWGENNEWGEN is.docxannettsparrow
This case study analyzes the organizational culture issues at GM that led to the ignition switch recall crisis. The article describes how Mary Barra, after becoming CEO, acknowledged problems with GM's culture and took steps to address them. However, one weakness was the failure to recognize dysfunctional leadership and culture as the root causes.
When evaluating GM's organizational model, it displays characteristics of a custodial model, where money is the main motivator rather than employee needs. GM also showed aspects of an autocratic model, with power-based authority, and a supportive model, with leadership support but job-focused employees. The appropriate model depends on an organization's culture, as different cultures suit different models.
Research shows that 9 out of 10 conversations miss the mark. By knowing which conversations spark our higher-level brain activity such as trust, integrity, strategic thinking, empathy, and capability to process complex situations, we can develop mutual success in teams and organizations.
This document provides background information on KEN Holdings Sdn Bhd, a Malaysia-based public investment holding company with two main segments - construction and property development. It details the company's founder, headquarters, subsidiaries, vision, missions and an analysis of its shareholding structure. The principal activities of the company and its subsidiaries are also outlined, including property development, specialist engineering services, and construction works. Financial information on the revenue contributions of different segments for years 2015-2017 is also presented.
This document provides an overview of doing business in Korea. It discusses Korea's culture and business context, which is still influenced by Confucianism. Confucianism emphasizes paternalistic leadership, hierarchy, collectivism, and family ties. It also outlines Korea's demographics, workforce trends, and key sectors of the economy. The presentation agenda includes discussing talent and HR issues, benefits practices, labor laws, and mergers and acquisitions in Korea.
Assignment 1 Discussion QuestionsCase Study Inside Intel. For y.docxcarlibradley31429
Assignment 1: Discussion Questions
Case Study Inside Intel. For years, Intel thrived on a business model that co-founder Andy Grove prefected and reinforced under his leadership and the leadership of his successor, Craig Barrett. But Intel's latest CEO, Paul Otellini has different plans. Rather than continuing to build faster chips just for PC computers, Otellini sees bigger opportunities in new "platforms." Otellini also wants to raise the profile of marketing, rather than let engineers determine what products are developed....... This Businessweek case study reviews the changes that Paul Otellini is introducing at Intel and explains how he is building momentum toward these changes (see page 465 in the textbook)...... Read this Bloomberg Business Week article at
http://www.businessweek.com/magazine/content/06_02/b3966001.htm
and prepare for the discussion questions below.
By
Wednesday, November 28, 2012
, go to the
Discussion Area
and post responses to discussion question 1 as assigned by the facilitator. Your responses should range between 300 and 350 words to receive full credit. Support your responses with relevant citations, from both the course materials and outside resources, using proper APA format. Post all discussion questions to the appropriate topic in this
Discussion Area
. Your discussion postings should reflect what you have learned from reading the course text as well as any other reading from the suggested bibliography. Be sure to use content and language that is consistent with the level of the course material.
Before the end of the week
, comment on at least two of your peers' responses. You can ask technical questions or respond generally to the overall experience. Be objective, clear, and concise. Always use constructive language, even in criticism, to work toward the goal of positive progress. All comments should be posted to the appropriate topic in this
Discussion Area
. Integrate the theory, principles, and concepts in the module's reading material (including additional research) into the area or topic under discussion. Analyze the material from your own perspective by integrating your own personal experiences and those of past or present employers to show how your experiences fit into the concept being discussed.
All written assignments and responses should follow APA rules for attributing sources.
Include the following in your discussion:
Grading Criteria
Maximum Points
Response Criteria
Provided an in-depth explanation or analysis of subject or topic
8
Used a clear, logical, and organized line of reasoning
4
Provided adequate justification and evidence supporting the opinion expressed
4
Submitted on time
4
Participation Criteria
Participated in the discussion by asking a question, providing a statement of clarification, providing a point of view with rationale, challenging a point of discussion, or making a relationship between one or more points of the discussion
4
Displayed consistent sensitivity when .
Presentation pmi - october 26 - 2017 - naji bejjaniPMILebanonChapter
Talking Points & Agenda:
* Reminder of what EQ is – The 5 dimensions
* How to use EQ in project engagements
* EQ impact and effects on project execution
* Consequence of leveraging EQ on project results
Learning Objectives:
Project management is too often focused on the hard skills of executing a project.by the end of the session participants will understand how, by using EQ, the “soft side” of the project can direct boost its “hard” results.
About the Speaker: Dr. Naji Bejanni
Dr. Bejanni has done his Doctoral studies in Econometrics at La Sorbonne, with a Double “maitrise” in Econometrics and in International Relations from Université Dauphine in Paris, and a double M.B.A. from I.E.S.E., Barcelona, and from HARVARD External program.
He taught 6,000 students for 23 years in important Lebanese universities in senior courses, MBAs, and Doctoral programs.
He is an international management consultant, coach and trainer, and a key note speaker in leading conferences in Lebanon and 22 countries across 4 continents.
Was a regular columnist in many magazines (E.g: “Le Commerce du Levant”, “Masculin”, Al Iktissad wal Aamal”), being on the cover story of 2 of them.
Over more than 2 decades, he has provided 60 consulting assignments and trained more than 50,000 people from thousands of companies.
Has been the Private coach of businessmen, politicians, and opinion leaders often on Leadership and public speaking.
He has been also coaching entrepreneurs since 1999 first in universities, then also in BERYTECH since 2002. He was a jury member in the MIT Arab Business Plan Competition and in BERYTEC and guest in many talk shows on Lebanese TV.
Dr. Bejanni has been a keynote speaker in several conferences in the region speaking to medical doctors and government officials in the « Kuwait Health Reform » conference; the international congress for businesses in Bahrain: “Benchmarking for Excellence”, about: “Balance Scorecard” and “Six Sigma”; “Enhancing Productivity” in the 4th GCC International Congress on Productivity in Bahrain; TEDx speaker on Emotional Intelligence in NDU (on Youtube); More recently a panelist in a Digital Transformation Congress in AUB, talking about the effect of Digital Transformation on Education
The Truth Of Project Management in Government Line of Sight
Line of Sight’s President, Jon Weinstein was invited to address PMI’s DC Executive round table to discuss the challenges that the federal government faces in implementing project management practices.
For more information on Weinstein's latest publication, “The Government Manager’s Guide to Project Management," visit http://line-of-sight.com/in-the-press/weinstein-and-jaques-publish-new-book.
www.line-of-sight.com
This document discusses the challenge for communications professionals to increase their visibility and influence within organizations. It notes that while CEOs see effective internal communication as important, only 22% say it is delivered effectively currently. The document then outlines some of the challenges communications faces, such as helping others understand its value and how it has changed. It discusses how communications can move from just doing work to advising leaders by gaining access and trust. Finally, it argues that communications should have a seat at the board table and that reputation should be a board priority, as stakeholders' perceptions significantly influence willingness to recommend a company.
1.Why is RTI an important tool for teachers2.How is R.docxdurantheseldine
1.Why is RTI an important tool for teachers?
2.How is RTI related to special teachers?
3.What are the benefits of RTI ?
4.Does the school provide a written intervention plan?
The Center on RTI
Links to an external site. is a national leader in supporting the successful implementation and scale-up of RTI and its components.
This is the
chapter to readDownload chapter to read
Reference: Salvia, J., Ysseldyke, J. E., & Witmer, S. (2017). Assessment in special and inclusive education, (13th ed.). Boston, MA: Cengage Learning.
Reference: Brown, J., Skow, K., & the IRIS Center. (2009). RTI: Progress monitoring. Retrieved from
http://iris.peabody.vanderbilt.edu/wp-content/uploads/pdf_case_studies/ics_rtipm.pdf
Read
RTI Progress Monitoring (Brown, Skow, & IRIS Center, 2009).Download RTI Progress Monitoring (Brown, Skow, & IRIS Center, 2009).
The RTI Action Network
Links to an external site. is dedicated to the effective implementation of Response to Intervention (RTI) in school districts nationwide. Our goal is to guide educators and families in the large-scale implementation of RTI so that each child has access to quality instruction and that struggling students – including those with learning and attention issues – are identified early and receive the necessary supports to be successful.
The PROJECT PERFECT White Paper Collection
02/04/09 www.projectperfect.com.au Page 1 of 7
Project Management Office
External Affairs Strategy
Eric Tse
Abstract
This paper discusses the external affairs of Project Management Offices instead of
focusing on the internals. The article was initiated by the “AtekPC Project
Management Office” [1], Most of the obstacles to establishing a PMO are beyond the
CIO and PMO Manager’s control. There are external factors within the enterprise
that will hinder progress of a PMO implementation.
We are going to take a PMO as a black box, and focus on how the PMO/Program
Manager can manage external relations from diplomatic, marketing, public relations,
international relations, corporate culture and political perspectives. This involves
cooperation between the PMO and other entities in or outside the enterprise, to
facilitate a successfully organizational integration.
Introduction
By reading the case studies in the “AtekPC Project Management Office” [1], we see a
lot of headaches for the CIO when implementation a PMO in the enterprise.
Regardless of the technical challenges during the implementation, the core of the
problems seems to be that the PMO is lacking organization support, from the top to
the bottom. There is not enough executive stakeholder support; there is no visibility
of the program; there is a conflict of interests within departments; people are reluctant
to change the ways they have been doing things. This paper is going to provide some
high level suggestions to i.
1) People management is crucial for project success but requires understanding individual and team motivations. Different management styles aim to motivate in different ways.
2) Selecting the right staff involves defining requirements based on technical, organizational, and interpersonal factors, then evaluating candidates' skills, personalities, and availability.
3) Theories of motivation include satisfying basic, social, and esteem needs, with effective styles adapting to followers' development levels.
In the first business management class I took in California in the late 1960's, the professor said that a manager can delegate authority but can never delegate responsibility. The manager always remains responsible. I think that is still true today and is still something many managers don’t fully understand.
We all know organization charts where the president is at the top. He develops company objectives and passes them down to department managers. The department managers then pass assignments down to the staff in their departments. That is the normal flow.
Imagine taking that organization chart and turning it upside down, where the president is at the bottom. He must provide support up to all department managers, so they can successfully achieve their objectives. Also, the department managers must support their staff in achieving each task assigned. This support is often forgotten. Have a look at this presentation I prepared on this subject. It is so often forgotten.
This document outlines an overview for a presentation on diversity and inclusion (D&I) integration following a merger or acquisition. The presentation covers introducing effective change management practices, finding common values to anchor D&I efforts, inclusive leadership practices, and tips for keeping D&I momentum with middle managers. An integration roadmap is provided that examines consolidating D&I teams, processes, policies, goals, and other areas. Methods for engaging middle management and an opportunity for questions are also included.
Similar to International Project Management Ellen moore living and working in korea (20)
Este documento presenta los conceptos fundamentales de la mecánica técnica, incluyendo cantidades básicas como longitud, tiempo, masa y fuerza. Explica conceptos como partícula, cuerpo rígido y fuerza concentrada, así como las tres leyes del movimiento de Newton y la ley de la gravitación universal. También describe las unidades del Sistema Internacional (SI) y otros sistemas de medición, y ofrece un procedimiento general para el análisis de problemas de mecánica.
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This document summarizes General Motors' new product development processes before and after declaring bankruptcy in 2009. Before bankruptcy, GM used a "silo approach" where different departments like research, engineering, and manufacturing only met monthly, resulting in slow development times and missed opportunities. Notable failures included the Pontiac Aztek. After bankruptcy, GM shifted to cross-functional teams, included customer input earlier, cut unprofitable brands, and focused on quality over cost cutting to speed up development and better adapt to market trends. GM has since launched electric vehicles like the Chevy Volt and invested in future innovations like self-driving cars.
CRED expanded into new markets and segments, opening offices in every location and targeting four customer segments instead of three. Their SmartStyle brand performed best, with 83% ratings. Sales expanded to 12 locations across Americas, APAC and EMEA. The 297 person sales force was trained and received bonuses if they met targets. Advertising increased placement in regional mediums and remained competitive. Pricing was developed as production increased. Goals for certain segments and profits were exceeded, with cumulative profits reaching 162% of initial investment.
The manufacturers collected transmission failure data from 50 vehicles that owners felt were experiencing early transmission failure. The mean mileage at failure was 73,340 miles with a standard deviation of 24,898 miles. Based on the 95% confidence interval of 66,264 to 80,416 miles, any vehicle experiencing transmission failure before 66,264 miles should be considered premature. Increasing the sample size to 101 would reduce the margin of error to 5,000 miles, providing a more accurate estimate of the minimum acceptable mileage before transmission failure.
El Ultrasonic CP-3007 es un medidor de distancia ultrasónico que puede utilizarse para medir distancias, áreas, volúmenes y temperatura ambiental. Ofrece funciones como cálculo de áreas y volúmenes, medición de perímetros, almacenamiento de mediciones, y operaciones matemáticas básicas. Se puede usar en aplicaciones de ingeniería, arquitectura, construcción y más. Solo requiere una batería de 9V para funcionar.
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This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
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3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
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3. Welcome to Korea
Capital Seoul
Largest city Seoul
Official languages Korean
President Lee Myung-bak
Prime Minister Kim Hwang-sik
Area Total 38,691 sq mi
(109th country in size)
2012 population est. 50,004,441 (25th
largest country)
GDP (2012 est.) $1.622 trillion
(12th highest)
Per capita income $32,431 (25th
highest)
Source: CIA World Factbook, 2012
4. Korean Business Culture
Korean business managers value questioning and deep
interest in their business by their service provider.
Strict organizational hierarchy is followed.
Strict supervisor-subordinate relationship.
Valid and invalid client requests are accepted without
negotiating with the client.
High loyalty to work.
Precise business rituals such as exchange of business cards,
or calling the other person by complete name and title.
5. Korean Business Culture
Strong hierarchy prevents direct and frequent client-service
provider interaction.
Clients are considered to have higher rank in society than
service provider. This results in unnecessary interference from
clients.
Korean service providers don’t like to disturb their clients by
asking business related issues. This can result in wrong
implementation of solution.
Koreans don’t know how to say NO to clients.
Coaching Korean professionals is difficult as they would
always answer in affirmative if they are asked whether they
understand the matter or not.
6. Work Teams in Korea
Team based organizational culture.
High emphasis on team building.
Team bonding both inside (e.g. lunch) and outside work
environment (e.g. dining out).
Sharing drinks is a team forming activity (Bruce 385).
Challenges colleagues is a common norm in social activities
and meetings.
7. Group Norms
Face saving is given priority.
Face saving doesn’t mean avoiding negative feedback.
Demonstrating leadership by manager is important.
Leadership is demonstrated by the display of disappointment
in front of all team members, in case of below standard work.
Leadership is also demonstrated by not complementing the
team member for satisfactory work.
Frequent complements are signs of a weak leader.
8. Women in Korea
Delineation between the roles of males and females. Males
are supposed to cater the public sphere and women are
restricted to private life of home.
Social status and work equality for Korean women is
improving. Means more professional women.
Women are generally paid lower than men for the same job
and are given menial positions.
So, Women are not very common in Korean business
community, especially in a position of power.
Women are accepted in business culture if they are qualified
and have required skills to complete the designated work.
Women usually not invited to social dinners.
9. WSI in Korea
Western System Inc. (WSI) is a North American company that
entered in a joint venture with Koran Conglomerate Inc. (KCI) to
form Joint Venture Inc. (JVI) in Korea.
WSI is an IT company and Senior Consulting Group (SCG) is
part of WSI.
WSI has won the largest consulting project in Korea and this
project will be implemented within 7-10 years.
WSI unexpectedly got the project as the existing government
contractor has been working with government for a long time.
10. Central Issue
Central Issue is a combination of two factors.
1. Organizational hierarchy of the project has two leaders,
which can lead to miscommunication, thus contradiction in
their decisions.
2. Lack of experience of the Korean assigned consultant and
his team (background, or knowledge).
11. Other factors to consider
This tussle is resulting
in delays with
deliverables of SI,
which is hindering the
progress of the entire
project and they are
lagging behind the
project deadlines by 1
month.
Ellen Moore is of the opinion
that Korean consultants, such
as Jack Kim, lack the
experience and knowledge to
complete the assigned project
in time.
Korean consultants think that the
American consultant, Ellen, is not
qualified. Also, she had no
previous experience of handling
Government Agency and is
unaware of Korean Culture.
12. Firm’s Goals
SCG consultants will assist the Korean consultants from
JVI for 7 months for successful System Design and
Implementation to fulfill their contract with Korean
Government.
SCG also wants to educate the Korean consultants
about System Implementation (SI) in order to
effectively carry out the government project for JVI.
13.
14.
15.
16. Constraints to the Problem
Lack of direct communication
between American and
Korean consultants due to
language barrier.
Korean culture is
conservative towards women
in position, it is male-oriented
society.
Differences between the
culture and management
styles of Korean and
American consultants.
Interference from client and
the acceptance of out of
scope work by Korean
consultants.
17. Tug of War between Ellen and Kim
Ellen’s issues
Kim control the SI Team all the time and ignores Ellen’s
instructions.
In Kim’s presence, Ellen can’t properly coach the SI team.
Kim’s standalone decision for marketing research project.
During the dinner Kim spoken with other colleagues in
Korean and tried to exclude Ellen from discussion, as
usual.
18. Tug of War between Ellen and Kim
Kim’s issues
Sharing hierarchy with Ellen is confusing.
Ellen wants to take control of his team.
He is closer to Korean consultants and has long term
interest in working with them, so, they should not follow
Ellen who is in Korea only for 7 months.
19. Available Alternatives
Take Ellen Moore out of the project.
Take Jack Kim out of the project.
Interest-based conflict resolution between
Ellen and Jack
20. Alternative 1: Take Ellen Moore out
of the project
Pros Conflict will be resolved
Cons No experienced SI consultant will be left on the team
Jack will accept out of scope work, further delaying the project
deliverables and JVI might end up losing the new and strategic client
No transfer of knowledge to Korean consultants
21. Alternative 2: Take Jack Kim out of
the project
Pros Conflict will be resolved
Project will not accept out of scope work
Project deadlines will be followed without interruption resulting in
delivery of agreed work
Cons No face-saving for Jack
Ellen doesn’t have experience in dealing with Korean clients and
team members
No knowledgeable and experienced person will be left on SI team
after ending of SCG contract in 7 months. May lead to project failure
at later stages
22. Alternative 3: Interest-based
Conflict Resolution between Ellen
and Jack
Pros
Conflict will be resolved
Expertise of both Ellen and Kim will be retained
Project delivery on time
Adequate transfer of SI knowledge to Korean consultants
Cons Conflict may arise again in future
23. Implementation Plan
Elle and Jack should make project decisions in conjunction.
Only one person should be acting as senior consultant.
It is recommended to make Jack Kim an assistant to Ellen for 7 months.
After the completion of SCG contract, Jack can be promoted in place of
Ellen.
24. Project Hierarchy
Adrew Kilpatrick Principal
System Consulting Group
(SCG)
Korean Consultants
Joint Venture Inc.(JVI)
Scott Adams
Senior Consultant
Systems Consulting Group
Ellen Moore
Senior Consultant
System Consulting Group (SCG)
Jack Kim
Consultant
Joint Venture Inc.(JIV)
25. Project Hierarchy
Adrew Kilpatrick Principal
System Consulting Group
(SCG)
Korean Consultants
Joint Venture Inc.(JVI)
Scott Adams
Senior Consultant
Systems Consulting Group
Jack Kim
Consultant
Joint Venture Inc.(JIV)
26. Implementation Plan
Interest-Based Relational Approach recommends (Lewicki et
al. 235):
Good relationships should be made the first priority and this is
inline with Korean Culture and will help Ellen and Andrew to be
courteous and professional to their Korean counterparts.
People and problems should be treated separately. Project related
problems e.g. project scope should be identified separately than
interpersonal issues e.g. personality conflicts.
Efforts and interests should be focused on firm’s goals.
Facts should be set-out (e.g. project deadlines) in order to attain
measurable and objective approach towards decision making.
29. References
Bruce Tuckman. "Developmental sequence in small groups".
Psychological Bulletin 63. 6 (1965): 384–399.
CIA, 2012. CIA - The World Factbook. [ONLINE] Available at:
https://www.cia.gov/library/publications/the-world-
factbook/geos/ks.html. [Accessed 25 December 2012].
Lewicki, R.J., Weiss, S.E., & Lewin, D. “Models of conflict,
negotiation, and third party intervention: A review and
synthesis.” Journal of Organizational Behavior 13.2 (1992):
209-252.