homework
(Assignment 1)
Consolidated Computers .
James Pruitt was ushered into the president’s office. Three months ago he had been appointed manager of the first foreign plant of Consolidated Computers, Inc. He appeared to be the ideal person for this assignment, as a proven division manager of many talents. He was an innovator and very much interested in a foreign appointment. Now he was calling on his superior just before catching the plane for Riyadh.
“I wanted to talk to you,” the president began, “about some issues you will be f acing when you reach Saudi Arabia. I guess you might call what I want to say a matter or my search for a business philosophy. We have not had to experience here the new issues that you will face, and we simply do not have a set of policies and procedures to cover such matters. Perhaps out of your experience we can move in that direction in case we later establish our operations in other countries. “I am not concerned about your encountering new principles of management. They are universal, you have developed great skill in applying them to domestic operations, and I have no doubt about your skill in applying them in a foreign environment. You will soon discover, however, that managing is different abroad precisely because the cultural environment is so different. “I think our best position is to realize that we are going into Saudi Arabia as a guest. We each need the other at this time, but there may come a time when their political forces will require us to give up ownership of our plant. It is up to you to develop the rapport with all interested parties which will most benefit our long-run interests. “Since all of your employees will be, or soon will be, Saudi, it is vital to learn as quickly as possible something about their culture. Perhaps your best move is to perfect your skill in the use of their language and really learn to think and act as a native. I am not sure anyone from the United States can do this. You
Consolidated Computers .
James Pruitt was ushered into the president’s office. Three months ago he had been appointed manager of the first foreign plant of Consolidated Computers, Inc. He appeared to be the ideal person for this assignment, as a proven division manager of many talents. He was an innovator and very much interested in a foreign appointment. Now he was calling on his superior just before catching the plane for Riyadh.
“I wanted to talk to you,” the president began, “about some issues you will be f acing when you reach Saudi Arabia. I guess you might call what I want to say a matter or my search for a business philosophy. We have not had to experience here the new issues that you will face, and we simply do not have a set of policies and procedures to cover such matters. Perhaps out of your experience we can move in that direction in case we later establish our operations in other countries. “I am not concerned about your encountering new principles of management. They are universal, you have developed great skill in applying them to domestic operations, and I have no doubt about your skill in applying them in a foreign environment. You will soon discover, however, that managing is different abroad precisely because the cultural environment is so different. “I think our best position is to realize that we are going into Saudi Arabia as a guest. We each need the other at this time, but there may come a time when their political forces will require us to give up ownership of our plant. It is up to you to develop the rapport with all interested parties which will most benefit our long-run interests. “Since all of your employees will be, or soon will be, Saudi, it is vital to learn as quickly as possible something about their culture. Perhaps your best move is to perfect your skill in the use of their language and really learn to think and act as a native. I am not sure anyone from the United States can do this. You