Management 335 Exam - Essay Example

Task: Management Yang Jianguo faces a critical obstacle in management as he encounters critical cultural clashes. Yang’s issue is clearly a cultural dilemma. Culture, in this sense, is attributable to traditional French’s attitude and the management culture at the family business. In this scenario, Yang does not understand whether the problem lies in his ideas or the politics of his new organization. It is essential to examine the three perspectives in coming up with a solution that may help Yang in overcoming his management challenges.

Tsang makes a vital contribution in Yang’s case. She recognizes that Yang is a regional leader who is yet to understand the global market. This makes the transition into the global market an involving idea. This is because there are disparities between national cultures and international cultures in examining management in the two different facets. The writer notes that places such as China entails clearly defined roles and responsibilities of individuals. In turn, individuals share a high social mandate of respecting hierarchies.

In giving this argument, the writer seems to pay attention to the idea that China is majorly a collectivist culture. This means that the decisions made in an organization shares support by the majority. In turn, most decisions have to be made centrally such that individuals accord their efforts towards unified goals. This is unlike the Western society whereby individuals pay significant attention to subjectivity. This suggests that there is a tendency for disregard to hiercahy in making decisions.

Decisions occur in a decentralized fashion as every department and individual accords unique opinions. It is crucial to highlight that this line of argument tends towards generalizations thereby ignoring the office scenario in terms of its politics. Javidan also supports this position by asserting that Yang’s problem arises from his narrow perception of the Western’s culture. In this sense, the argument proposes that Yang might have thrived in an organization culture whereby he was the central decision maker.

As the head of product development, Yang assumes he has to make every decision in his department. This is unlike the French’s tradition whereby a single decision becomes a product of several contributions. The generalization, however, is limited in the face of this complex scenario. This is because Yang is striving against the Deronde’s politics. This argument does not explain how individuals such as Alain are making transition of Yang difficult. It is essential to highlight that there are general office cultures in most organizations (Johann 43).

For instance, most members of boards need to feel valuable to the company. Yang seems to have interfered with this essential factor at Deronde. In turn, the rest of colleagues felt worthless as Yang presented a revolutionary image. Champy takes a slightly different position in dissecting Yang’s problem. He assesses the scenario from a typical organization’s outlook. This occurs in recognizing that every organization has a culture that the employees subconsciously attaches to the same. This problem faces Yves and Alain as they seem attached to the French’s brand that they have long cherished.

They, hence, perceive Yang as a threat to the established tradition and the respective French brand. If I were chosen as a management consultant, I would divide my work into two sections. The first section would deal with a constructive approach. The second segment would tackle the politics of Deronde Company. It is essential to highlight that Yang would become a major participant in this initiative in terms of politics. This is because he is a sole newcomer to the company. In turn, he has a major task at building a functional relationship with the rest of the team members.

I would recommend real-time tutoring of Yang in the general French culture. This is because in as much he will be working for a global brand, he will likely be working with the French employees in the company. Yang, therefore, has to learn effective ways of endearing a typical French person to his side. In close relation to this concept, Yang requires time to learn about Deronde’s organizational culture. This would be beneficial in creating methods for eliminating destructive part of the culture and recognizing the components of the culture that are harmless towards the organization’s management.

In addition, it is essential to create a rebranding strategy that would help endear the rest of the board members to the Yang’s ideas. Yang, therefore, requires a close working relationship with the senior team members. This would help forge an intimate working relationship as each member of the team learns to understand and tolerate one another. In this sense, Yang learns about the individual team member’s personality. Works cited Johann, Ralph. Cross-cultural management: the case of the Daimlerchrysler merger. Mu?nchen, GR: GRIN Verlag GmbH, 2008. Print.