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1、CasestudyMoreexercisesCase1JimEllis,vicepresidentofaNorthCarolinaknitwearmanufacturer,wassentbyhiscompanytoobservefirsthandhowoperationswereproceedingintheirKoreanplantandtohelpinstitutesomenewmanagerialprocedures.Beforeanychangescouldbemade,however,Jimwantedtolear
2、nasmuchaspossibleabouttheproblemsthatexistedattheplant.Duringhisfirstweekhewasmetwithbows,politesmiles,andthecontinualdenialofanysignificantproblems.ButJimwasenoughofarealisttoknowthathehadneverheardofanymanufacturingoperationthatdidn’thavesomeproblems.Soaftersomer
3、esearch,heuncoveredanumberofproblemsthatthelocalmanagerandstaffwerenotacknowledging.Noneoftheproblemswereparticularlyunusualordifficulttosolve,butJimwasfrustratedthatnoonewouldadmitthatanyproblemsexisted.“Ifyoudon’tacknowledgetheproblems”,hecomplainedtooneofthemana
4、gers,“howdoyouexpecttobeabletosolvethem?”Andthentofurtherexasperatehim,justtodaywhenaproblemwasfinallybroughttohisattention,itwasnotmentioneduntiltheendoftheworkdaywhentherewasnotimelefttosolveit.CasestudyTypicalsections:casesummaryCulturalreasonsalternativesconclu
5、sionSuggestedanswerJimwassenttoKoreanplanttohelppeopletherewithsomenewmanagerialprocedures,thoughJimwaswelcomedwithgreathospitality,onlytofindthathisKoreancolleaguestriedtoavoidacknowledginganysignificantproblems,letalonesolvingthem.Jimcouldn’tunderstandthewaythatK
6、oreansolvedtheproblem.Tohisexasperation,aproblemwasmentionedwhentherewasnotimelefttosolveit.CasesummaryCulturalAnalysisHigh-context/low-contextcultureIndividualistic/collectivisticcultureAttitudetowardsbadnewsInindividualisticculture,theyviewconflictasfundamentally
7、agoodthing.Workingthroughconflictcangainnewinformationaboutmembers,defusemoreseriousconflict,andincreasegroupcohesiveness.Individualsshouldbeencouragedtothinkofcreative,evenfar-reachingsolutionstoconflicts.Thereisalsovalueindirectconfrontation,recognizingconflictan
8、dworkingthroughitinanopen,productiveway.CulturalanalysisPeoplefromcollectivisticcultureviewconflictasultimatelydestructiveforrelationships,thinki
