學門類別
最新個案
- Leadership Imperatives in an AI World
- Vodafone Idea Merger - Unpacking IS Integration Strategies
- V21 Landmarks Pvt. Ltd: Scaling Newer Heights in Real Estate Entrepreneurship
- Snapchat’s Dilemma: Growth or Financial Sustainability
- Did I Just Cross the Line and Harass a Colleague?
- Predicting the Future Impacts of AI: McLuhan’s Tetrad Framework
- Porsche Drive (A) and (B): Student Spreadsheet
- Porsche Drive (B): Vehicle Subscription Strategy
- TNT Assignment: Financial Ratio Code Cracker
- Winsol: An Opportunity For Solar Expansion
Leadership Crisis at Steelworks' Xiamen Plant
內容大綱
In April 2010, the chief executive officer (CEO) of Steelworks, a Singapore-based metals company recently acquired by an Indian conglomerate, embarked on a plan to realign the organization's structure and processes across its subsidiaries. However, he had difficulty getting the long-serving general manager of a plant in China to sign off on the current year’s audited financial statements. This led to a tense and bizarre confrontation between the CEO and the regional general manager. The restructuring project was taking autonomy from regional unit heads. Was that the problem? Was Steelworks mismanaging its subsidiaries? Had the general manager of the Chinese plant, a Singaporean expatriate, been seconded to China for too long? It was unclear how a member of the senior management team who had been with Steelworks for his entire career could behave this way and jeopardize his position. What could the CEO have done differently?
學習目標
This case can be used in undergraduate and MBA classes on cross-cultural management. After completion of the case, students should be able to:<ul><li> <br>Understand how trust is built in organizations and how the relationship between the CEO and regional GM played out in this situation.</li><li> <br>Analyze the cultural factors that can potentially affect trust in a business relationship; in particular, examine the interplay between national cultural differences (India versus Singapore versus China), the organizational culture of a parent firm and its new acquisition, and the individual differences between a CEO and a regional GM.</li><li> <br>Leverage change-management principles to create ownership and buy-in of Steelworks’ new change initiative.</li></ul>