文档介绍：Case study
More exercises
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Case 1
Jim Ellis, vice president of a North Carolina knitwear manufacturer, was so you expect to be able to solve them?” And then to further exasperate him, just today when a problem was finally brought to his attention, it was not mentioned until the end of the workday when there was no time left to solve it.
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Case study
Typical sections:
case summary
Cultural reasons
alternatives
conclusion
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Suggested answer
Jim was sent to Korean plant to help people there with some new managerial procedures, though Jim was welcomed with great hospitality, only to find that his Korean colleagues tried to avoid acknowledging any significant problems, let alone solving them. Jim couldn’t understand the way that Korean solved the problem. To his exasperation, a problem was mentioned when there was no time left to solve it.
Case summary
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Cultural Analysis
High-context/ low-context culture
Individualistic/ collectivistic culture
Attitude towards bad news
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In individualistic culture, they view conflict as fundamentally a good thing. Working through conflict can gain new information about members, defuse more serious conflict, and increase group cohesiveness. Individuals should be encouraged to think of creative, even far-reaching solutions to conflicts. There is also value in direct confrontation, recognizing conflict and working through it in an open, productive way.
Cultural analysis
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People from collectivistic culture view conflict as ultimately destructive for relationships, thinking that when members disagree they should adhere to the consensus of the group rather then engage in conflict. In culture like these, silence and avoidance may be used to manage conflict.
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Thus, in this case, Koreans tried their best to take the peacemaking approach to de-escalate conflicts, so that harmony between members would be maintained as long as possible. However, Jim, from individualistic culture, c