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The case helps to illustrate the importance of managing upstairs: Phelps must decide on the future of her career at NAF. Phelps could have improved the relationship with her boss. She could have invited her manager to lunch to have honest discussion concerning communication; provided stronger feedback in terms of what she needed; or initiated a mentor system with someone in the firm to provide tips and coaching. She could set up a bi-weekly meeting with her manager to update projects and review performance. Phelps called here representative back and went to an initial meeting to find out more about the company and to keep her options open. After the initial meeting, the representative called back with three interview opportunities. Phelps chose to interview with two of the three companies. She was called back for second-round interviews with both companies. Phelps was unsure if changing jobs was really what she wanted to do, however. After all, she had just switched jobs a year ago, and she liked her job at NAF, with the exception of her manager. Phelps realised that her problems were with her manager and not the company overall. NAF had a great reputation ad Phelps did not want to have three companies on her resume in the first three years of her career. She found out that the opportunity to transfer to other divisions was very good once she was promoted. She cancelled second-round interviews with other companies, and she became determined to earn promotion as soon as possible. She was promoted to senior assistant product manager in two months and moved to a new brand with a new manager. Intel in China Li has been informed by his supervisor that Tang has made a decision to discontinue a project that Li has been working diligently on for two months. Tang was unaware of the impact that this would have on Li, who felt that Tang had caused him to `lose face’. However, being new to the department, Tang took the decision in the context of ambiguity, time pressures and as one of a host of decisions he felt pressured to make. Tang – Chinese born and educated – but has 10 year experience with Intel in the US, and so is essentially an expatriate (expat).Thus he finds himself in the delicate position of being perceived as an expat in Intel, affecting his ability to integrate with his employees. But because of his obvious ease with the language and the culture, he is considered a local Chinese externally, which affects his credibility with senior local officials (as the vast majority of senior managers with multinationals were expatriates). Key points of the case. Li was unaware of the damaging effect his attitude was having on internal relations, as he was a new employee recently assigned to a new supervisor and had not yet received a performance review. Li is aware of the animosity some local Chinese feel for their expatriate managers in multinationals and how the management system promotes a perception of systemic inequality in the workplace. The consequences of Tang’s seemingly inconsequential decision were fairly time-consuming. This was in part due to the fact that Tang was not sure of the extent that he had indoctrinated Li into the Intel culture. This speaks to the integral need for a process for a leader to introduce themselves to a new division. It also demonstrates the ongoing commitment to developing relationships on an individual level with each person in the department. Though time-consuming initially, an internal communications strategy can actually help save time in the long run by avoiding situations and dysfunctional interpersonal dynamics. Tang’s communication style is a fusion of both Eastern and Western communication patterns. One of the major differences between western and east Asian communication patterns is that Asian cultures are commonly identified as high context communication cultures whereas the US (and some north European cultures) are typically considered low context cultures. In low context cultures, the emphasis is placed on the power of words themselves to convey meaning – a direct explicit style. In high context cultures, meanings are communicated only partially through words – there is significant meaning embedded in context. Another determinant of patterns between the two cultures is how the relative status difference between the people affects their communication. In cultures with entrenched hierarchies (usually found in Asian cultures) juniors will be expected to adopt deferential attitudes. This is in contrast to the values of western communication that, in theory anyway, display a pride in open and honest communication. Also, in Chinese firms ,there is a large power distance, where there are strong social norms for harmony and the need to avoid open confrontation. What happened Tang readily acknowledged that Li had been successful in establishing strong relationships with his clients.
Approximate Word count = 3139
Approximate Pages = 12.6
(250 words per page double spaced)
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