Intel in China(2002 Version)

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Intel Case
a. Why did Li react so emotionally to Tang’s decision? The two most important factors that Li reacted emotionally to Tang’s decision are Li believes that Tang has undermine his effort on this project, Li thinks he has lost face and this would cause an irreparable damage in their relationship, and Li thinks that expat managers don’t care about the workers and change the workplace without providing any explanation. He has put lots of effort on this project so he is very upset that without any reason he has to give it up. Chen was supposed to build a bridge between Tang and Li. However, unfortunately she just told Tang’s decision directly but not gave any reasons. Consequently, Li felt “lose face” and determined to continue the project. Though Li has not respected his boss decision, he is still a good AE and built a good relationship with his clients and software vendors. In addition, Chen, as a supervisor, does not have enough management experience to handle difficult situations. The problem occurred because of the poor communication. Li as a traditional Chinese workers with a strong performance was dissatisfy with Tang’s design due to the lack of explanation in a face to face conversation which is more typical in Li’s culture. Li is a kind of person who loves to show off and tries to facilitate his way to the top. Because of his past relationship with his boss, he assumed that his project is aligning with the company’s goal and he will guarantee his success in the company by doing this project. Therefore, when Chen made him to stop the plan, Li did not understand the reason, resulting in a Li's conflict with his managers. There are other factors that resulted in Li’s emotional reaction; Charles Tang is an expatriate and viewed as an outsider by native Chinese. Tang is a new manager of the division and has not yet established a good relationship with the employees. Qing Chen is also a new manager and this is her first managerial post. Yong Li may not respect his new managers enough to go along with their decision. b. How would you evaluate Tang’s approach as a new manager in the Beijing office? Charles Tang is a newly pointed marketing manager of Intel China, who has worked for Intel USA for a long time and transferred to China since 1993. He has a wide experience in project management, industry & community programs, government relationship, and other relevant fields. In addition, he is familiar with Intel’s company culture. Tang is a man who was raised in China, but educated and worked in US for a long time. He was exposed to the culture of two countries. He deeply understood not only the importance of “Guanxi” but also the management skill form western culture. He tried to keep the balance between eastern and western management. As a senior management, Tang’s goal is to keeping the fast growing of Intel China. Tang thought that reviewing staff’s job and reassigning them work can help Intel China be more effective. He really wants to be the boss who can be trusted and respected by his staff. In this case, Tang decided to cancel the project as it was beyond Li’s responsibility and capability, although Li has been worked on it for two months. Li’s rejection concerned Tang. He thought that his staff knew less about the Intel Culture and Philosophy, which encourage “disagree and commit” rules. In addition, it is a conflict between Chinese employee, who pays more attention to emotion and relationship, and western management, who highly emphasizes on efficiency. It seems that he has not established a solid relationship and communication with his staff who are not aware of his objectives. Tang has to help his department to understand his optimal goal and point of view for success and implementing the Intel philosophy. Tang reorganized priorities and decided that Li should discontinue working on that project. He has given some logical reasons why he stopped the project to Li’s supervisor Qin Chen, and asked her informing...
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