This case is a supplement to Ellen Moore (A): Living and Working in Korea. In this follow-up case, Ellen discusses how a major crisis was averted and reflects on what she learned during her assignment in Korea.

This case is a supplement to Ellen Moore (A): Living and Working in Korea, which ends with Ellen Moore working on one of the largest consulting projects in South Korea. In this follow-up case, she discusses how a major crisis was averted and reflects on what she learned during her assignment in Korea.

Ellen Moore, a systems consultant, was sent to Korea to manage a project involving a team of North American and Korean consultants representing a joint venture between a major Korean conglomerate and a significant North American information technology company. The Americans were to be involved for the first seven months in order to transfer expertise and knowledge to the South Koreans, who had little experience in this area. Ellen's superior had played an integral part in securing the contract in Korea due to his depth of knowledge on the subject. He chose Ellen to be the key North American project manager because she had significant project management skills and impressive international experience. Upon Ellen's arrival, she discovered that the Korean consultants were far less skilled than she had expected. In addition, Ellen had understood that she and the Korean manager were to be co-managers, but immediately tensions arose regarding who was giving direction to the team, and the scope of the project. Tensions escalated until it was clear that the project was behind schedule and the Koreans were not taking direction from Ellen. The Koreans insisted that Ellen was the problem. Ellen’s superior disagreed; he and Ellen needed to decide how to proceed. The challenge was to balance strategic goals with individual action.

Ellen Moore, a systems consultant, was sent to Korea to manage a project involving a team of three North American and five Korean consultants representing a joint venture between a major Korean conglomerate and a significant North American information technology company. The Americans were to be involved for the first seven months in order to transfer expertise and knowledge to the South Koreans, who had little experience in this area. Andrew Kilpatrick, Ellen's superior, had played an integral part in securing the contract in Korea due to his depth of knowledge on the subject. Andrew chose Ellen Moore to be the key north American project manager because she had significant project management skills and impressive international experience. Upon Ellen's arrival, she discovered that the Korean consultants were far less skilled than she had expected. In addition, Ellen had understood that she and the Korean manager, Jack, were to be co-managers, but tensions immediately arose between them regarding who was given direction to the team and the scope of the project. Tensions escalated until it was clear that the project was behind schedule and the Koreans were not taking direction from Ellen. The Koreans insisted that Ellen was the problem. Andrew strongly disagreed. Andrew and Ellen must decide how to proceed.

A female expatriate manager working for a large multinational financial institution must contend with gender discrimination. She had been offered a promotion and the choice of two positions. When she made her decision and informed her boss, he told her that she could not have the job she chose because it would mean periodic travel into Saudi Arabia, which, he believed, would not be possible for a woman.

This case is a supplement to Ellen Moore (A): Living and Working in Bahrain. After living and working overseas, a customer service employee recounts her experiences. She explains the decisions that she made and her experiences and opinions about women in management.

Ellen Moore is working for a large multinational financial institution in Bahrain and is offered a promotion to one of two jobs, between which she can choose. When she informs her boss of her choice several days later, he tells her she cannot have the one she chose because it would mean periodic travel in Saudi Arabia, which he believes would not be possible for a woman.

Presents an edited transcript of questions that students asked Ellen Moore when she visited classes. Describes the decision Ellen Moore made and describes more of her experiences and opinions about women in management..