Harvard Case Study
TRANSITIONS ASIA: MANAGING ACROSS CULTURES
Ashvini Devika Anandan
BBUS, JCUS |
, Contents
2. Problems Identified...........................................................................................................................2
2.1 Hofstede’s cultural dimensions....................................................................................................2
3. Hofstede’s Cultural Dimensions Analysis...........................................................................................3
3.1 Power Distance Index (PDI)..........................................................................................................4
3.2 Individualism versus Collectivism.................................................................................................4
3.3 Masculinity versus Femininity......................................................................................................4
3.4 Uncertainty Avoidance Index.......................................................................................................4
3.5 Long-term Orientation versus Short-term Normative Orientation..............................................5
3.6 Indulgence versus Restraint.........................................................................................................5
4. Analysis of Guanghe Manufacturing..................................................................................................6
4.1 Path-Goal Leadership Styles.........................................................................................................6
4.2 Escalation of Commitment Bias...................................................................................................6
4.2.1 Self-Justification....................................................................................................................6
4.2.2 Perceptual Blinders...............................................................................................................7
4.2.3 Closing Cost...........................................................................................................................7
4.3 Dimensions of Organizational Culture Profile (OCP)....................................................................7
4.3.1 Stable....................................................................................................................................7
4.3.2 Outcome-Oriented................................................................................................................8
5. Possible Solutions..............................................................................................................................8
5.1 Implementing RFID technology....................................................................................................8
5.1.1 Stevens’ power in decision-making.......................................................................................8
5.1.2 Older employees’ resignation...............................................................................................9
5.1.3 Constant communication with GM.......................................................................................9
5.2 Guanghe Manufacturing Company Culture.................................................................................9
5.2.1 People-Oriented organization...............................................................................................9
5.2.2 Hiring younger employees..................................................................................................10
5.2.3 Training...............................................................................................................................10
6. Recommendations...........................................................................................................................11
7. Fallout..............................................................................................................................................11
8. References.......................................................................................................................................12
9. Appendices......................................................................................................................................12
Wong, the owner of Guanghe Manufacturing is in need of an interim manager to facilitate
the transition of the company. Wong approached Tham of Transitions Asia, who then
proceeded to assign Stevens as the interim manager for Guanghe Manufacturing.
TRANSITIONS ASIA: MANAGING ACROSS CULTURES
Ashvini Devika Anandan
BBUS, JCUS |
, Contents
2. Problems Identified...........................................................................................................................2
2.1 Hofstede’s cultural dimensions....................................................................................................2
3. Hofstede’s Cultural Dimensions Analysis...........................................................................................3
3.1 Power Distance Index (PDI)..........................................................................................................4
3.2 Individualism versus Collectivism.................................................................................................4
3.3 Masculinity versus Femininity......................................................................................................4
3.4 Uncertainty Avoidance Index.......................................................................................................4
3.5 Long-term Orientation versus Short-term Normative Orientation..............................................5
3.6 Indulgence versus Restraint.........................................................................................................5
4. Analysis of Guanghe Manufacturing..................................................................................................6
4.1 Path-Goal Leadership Styles.........................................................................................................6
4.2 Escalation of Commitment Bias...................................................................................................6
4.2.1 Self-Justification....................................................................................................................6
4.2.2 Perceptual Blinders...............................................................................................................7
4.2.3 Closing Cost...........................................................................................................................7
4.3 Dimensions of Organizational Culture Profile (OCP)....................................................................7
4.3.1 Stable....................................................................................................................................7
4.3.2 Outcome-Oriented................................................................................................................8
5. Possible Solutions..............................................................................................................................8
5.1 Implementing RFID technology....................................................................................................8
5.1.1 Stevens’ power in decision-making.......................................................................................8
5.1.2 Older employees’ resignation...............................................................................................9
5.1.3 Constant communication with GM.......................................................................................9
5.2 Guanghe Manufacturing Company Culture.................................................................................9
5.2.1 People-Oriented organization...............................................................................................9
5.2.2 Hiring younger employees..................................................................................................10
5.2.3 Training...............................................................................................................................10
6. Recommendations...........................................................................................................................11
7. Fallout..............................................................................................................................................11
8. References.......................................................................................................................................12
9. Appendices......................................................................................................................................12
Wong, the owner of Guanghe Manufacturing is in need of an interim manager to facilitate
the transition of the company. Wong approached Tham of Transitions Asia, who then
proceeded to assign Stevens as the interim manager for Guanghe Manufacturing.
