Assessment 2 group case study PDF

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Assessment 2 group case study - Emerson case study...

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Running head: EMERSON ELECTRIC - SUZHOU

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Case: Emerson Electric - Suzhou Week 8 assignment

Running head: EMERSON ELECTRIC - SUZHOU

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International management group notes:

Q1:The case is an example of managerial leadership in suzhou facility. However, such leadership should fit with the overall strategic goals and objectives of the entire company (strategic leadership). how is it possible to solve this managerial leadership problem in a way that is consistent to Emerson's overall strategic goals? The case examines how unique styles of managerial leadership influences the firm. Emerson Electric accumulates group of US educated managers to deal with another assembling office in Suzhou which is a city west of Shanghai. The US management team intensely focused on a 'Functionalist approach', interpersonal relations in which a leader's aptitude is of the highest esteem.They also followed a Universal leadership approach that believes that leadership traits and processes are constant across cultures. China dependably pursued a 'Personalist approach' which esteemed a person's responsibility. This changing musings and activities caused a crack between the US management and the Chinese administration as they both convey in manners they are not used to. One approach, is to urge the management to be tuned in to the local behaviour and sensitive to the local working environment. Being adaptable is essential for the achievement of the firm.

Q2: Did emerson employ - or try to employ - any of the three contemporary approaches to leadership (Exhibit 6.2). If so, was it a successful approach for them? The Emerson Electric hired a group of global managers that were heavily influenced by US culture. Despite the fact that the team was fruitful before all else, the firm's approach failed because of culturally diverse clashes. Therefore, Emerson ventured in replacing the American management crew with Chinese pioneers who were more sensitive to nearby conditions. The firm embraced a Contingency approach that accepts there are no universal leadership approaches and urges management to adjust to conditions. The US supervisors failed in Suzhou, as they didn’t alter their practices to suit the local environment. As a result of the Contingency approach, Suzhou turned into a key operator in Emerson Electric. The Chinese heads were steady of the existing geographical working conditions and had more group oriented associations.

Running head: EMERSON ELECTRIC - SUZHOU

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Q3: culture plays an important role in this case. Is this case a “battle of cultures” between two major players or is something else going on here? The case study uncovers many culture differences that are played out through the relationship between the employees. (Room, T et al 1991) The US employees have a more functionalist approach that is defined by leadership competence, measured by the task performed. Alternatively, the Chinese leader is more of a ‘personal’ style, as the personal integrity of each manager was valued higher than the tasks they performed. The Chinese attempted to win the trust of their follower by prioritising this personal integrity. The US employees adopted a confrontational style of leadership that was shown by their consideration of policies and laws, however the Chinese thought this style was childlike. Another major clash is found in the time-frame. The US employees had short-term goals, as they only considered this position as a stepping stone in their career. However, the Chinese were thinking more about the long term plan for the company.

Q4: how would you apply the work of the GLOBE study to understand this case? Explain. The globe study was research project that studied organisations across 61 different countries and examined the interaction between culture and the form of the organisation. It was designed to address the conditions under which leadership matters when coming from the perspective of both social and economic outcomes (Chhokar etal 2013).

US

CHINA

Autonomous leadership

3.75

4.07

Charismatic leadership

6.12

5.57

Humane leadership

5.21

5.18

Participative leadership

5.93

5.05

Self-protective leadership

3.16

3.80

Team leadership

5.80

5.57

Leadership approaches spoken about in the case suggests that the US team was more focused on team-orientated leadership. Characterised by collaborative leadership styles. Additionally, they also took a charismatic/value-based leadership approach, which is based on performance outcomes.

Running head: EMERSON ELECTRIC - SUZHOU

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The Chinese leadership could be characterised as humane leadership, that is concerned with the individual, rather than the task.

Q5: What does this case teach us about the limitations of creating global teams across cultures? What are the lessons for managers? Clashes of cultural beliefs when it came to team dynamics, leadership expectations and the importance of time between the American and Chinese employees of Emerson Electric in Suzhou, China, were the primary cause for dissonance in the workplace. While the Americans are welcoming of multiple perspectives, the Chinese believe that this type of dynamic is a sign of weakness and ideas must be presented using a singular voice. In terms of time, the Chinese looked into the long-term and believed that “results would happen naturally”, which strongly contradicts with the American belief in short-term achievements and career advancement goals. The differing approaches made it difficult to form a global team between the Americans and Chinese. The American perspective is results focussed, whereas the Chinese value guanxi, building relationships with co-workers and personal commitment to the organisation. The most prominent message from the case is that leadership is not universal across culture and, it would have been more effective to integrate into the Chinese culture that already existed.

Q6: How did the Chinese and Americans involved in this case each view leadership and leadership effectiveness? Was it possible to reach a compromise on this issue? Why or why not? The Chinese and Americans’ views on leadership created issues for Emerson Electric. While both perspectives were reasonable, they contradicted each other and inevitably created conflict within the company. The Chinese leadership approach aims to create and manage conditions and processes that lead to success. Placing individuals in a position in which opportunities can be exploited is a major part of succeeding in the culture, as is patience; waiting for opportunities come to you. The Chinese also believe in seeking to balance the countervailing forces yin and yang. From the case this is evident from the Chinese preference to avoid conflict in decision-making situations and speak with one voice. In contrast, the American leadership perspective aspires to establish and achieve goals, as well as manage results. How this would be done is by communicating objectives and defining the means of achieving such objectives in order to achieve an ideal end state. From the case this is evident as the Americans value diversity and welcome conflict in order to find the best solution to a problem.

Running head: EMERSON ELECTRIC - SUZHOU

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To find a compromise, the Americans could have researched the Chinese culture and assimilated into it rather than bombarding the locals with an alien culture. This was done in the end by replacing many of the Americans in managerial positions with Chinese individuals who were more familiar with the Chinese culture.

Q7: Differences in time perspectives were also a problem in this case. To the Chinese, the Americans seemed obsessed with short term results, which disturbed continuity and long - term performance. To the Americans, the Chinese seemed too laissez-faire about scheduling, which jeopardised their position with senior executives who expected short-term results. Both set of pressures were to some degree beyond the control of the people in Emerson. Could some kind of compromise have been reached here that might satisfy everyone? It is hard to find a compromise, when the employees have different views of their position. It would have been hard for the american leadership to have the long-term goals of the firm in mind, when they would not be there to see them come to fruition. Is saying this, as the American leaders were joining a large corporation, they should have attempted to understand the direction of the company and the long-term goals.

Q8: Was the resolution of this conflict appropriate or was there a better way for Emerson Electric to move forward? Explain The case highlights the cross cultural conflict between the US educated managers and Chinese administration brought about the US managers being replaced by the Chinese leaders. Rather than replacing management with local leaders, Emerson could have been supportive towards the US managers and could have encouraged them to study Chinese culture and absorb. Emerson could have incorporated both Western and Eastern styles into the business rather than totally following American standards. Regular performance reviews should be incorporated to evaluate how the business fare under the management.

Q9: What are the primary lessons of this case for global managers? The primary lessons learnt are that Leadership is not ‘Universal’. Across different nations, there will be distinctive understandings of ways to approach work because of various cultures. Thus, there will be fluctuating expectations. Individual managers should also watch and comprehend on-the ground situational moments, and ought to build up their very own aptitudes and capacities to take care of business.

Running head: EMERSON ELECTRIC - SUZHOU

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References: Romm, T., Pliskin, N., Weber, Y. and Lee, A.S., 1991. Identifying organizational culture clash in MIS implementation: when is it worth the effort?. Information & Management, 21(2), pp.99-109.

Chhokar, J.S., Brodbeck, F.C. and House, R.J. eds., 2013. Culture and leadership across the

world: The GLOBE book of in-depth studies of 25 societies. Routledge....