Intel in China Case Study

The Intel in China case presents a valid issue. But deep beneath the surface, this case has many other issues associated with the one presented. At the surface it is evident that Lie is an emotional worker who puts his whole hearted effort into his job. This presents a challenge for any manager because of the emotional attachment that the employee presents. But the question Is whether It Is Just Lie that feels this way In the organization.

Perhaps, this behavior stems from other organizational Issues. From the onset of this case, it is evident that there Is a form of organizational culture that Is dwelling at Intel.

While Tang understands this, he falls to maneuver his management skills to accommodate the change that he Is bringing forth. One of the major problems presented Is changing the organization culture. LIE’S previous supervisor’s approach was focused on having massive goals on a grand scale. Tangs approach to assign Gin Chem.

to be LIE’S manager Is risky. Having no previous managerial experience, Chem. was now In charge of Intel’s account managers. What we do not know, is if chem. was qualified enough to become a supervisor for AIMS.

Perhaps she is a classic example of bottom tier members of an organization who eve up to the managerial tier.

She may have the technical skill but she lacks managerial skill. If I were Tang, I would primarily make sure that the Lie’s supervisor would have managerial experience. Chem. seems unprepared and unable to handle the task of having Lie cancel working on his project. While Tang, is making the big decisions when it comes to reassigning employees to various departments, this issue with Lie should never have happened.

If Tang would have assigned a more experienced manager then he would not need to deal with this issue with Lie.

As Tang, I would deal with Lie in a stern manner. First, I would thank him for the work that he has completed on this project.

Lie must be reminded that Intel appreciates his research and his emotional involvement in the project. A form of praise should be given to Lie for his efforts on the project. Yet at the same time, Lie should be reminded that he was compensated by Intel throughout his project. I would make sure that Lie and I would find a middle ground in this issue. Primarily Lie should know that he is an asset to his company, and his value should not feel underestimated.

I would tell L’, that since we are going in a new direction, we need him on board to help our organization reach the next level.

As long as I can convince him that we need him more than he needs his project, then I will have solved the issue. Another Issue at hand Is the issue of whether communication Is poor Internally between the organization. Prior to Tang’s arrival, employees were used to the organizational culture that previous top management had set In. I honestly don’t feel that there were Internal communication Issues. I Just believe It Is Al and his emotional attachment to his project.

Perhaps It Is I-I, who Is new to the different organizational trustees between the East and the West. Tang Is more familiarize with a Western organizational style, In which they seek to have more open discussions. In contrast, the East Is vertical with a process for approaching Issues. Tang needs to sit down with Al and communicate the structure that he Is attempting to use which Is a little of both structures. Tang must ask Lie that he need not feel like a “Lost Face” during this translator. As long as Lang communicates Nils translator tactics nee must also explain to Lie the type of structure he plans to use for his management style.

Tang cuts through the barriers and sets himself as one of the Intel employees. This is realistic in the way he approaches the situation with Lie. Nobody wants a boss that is new and who thinks he is above everybody else. Tang needs to show that he is a true colleague and that he can be approached at any given time. Tang needs to display the fact that he is a visible role model.

This issue demonstrates that the employees at Intel are moving towards a western communication structure, in which they can approach top management of decisions that are being made.

Despite Lie’s perspective f Tang being an expatriate manager, this case is displaying a shift in an organizational culture to a new culture. Contrary to Lie’s opinion, Tang is ever more the local manager rather than an expatriate. Tang still has a ways to go but he is making strides in understanding his employees and what they want from him. Tangs cross cultural experience is good because he bring a little of both worlds to Intel.

It is the shifting of the culture that Tang must continue to monitor among his employees because not all of them may be willing to change their way of doing business.