Intel in China
The challenges faced by intel china
03/05/2013 03:22
The challenges faced by intel china
Newly Appointed manager of marketing programs of Intel in China, Charles Tang was facing resistance from an account manager is his division Yong Li. Conflict between Chinese and Western management styles is evident and needs to be considered carefully besides the individual traits of personnel. Western management processes and style should be developed to suit the Chinese style of management as the former style will not be effective if implemented directly due to cultural restraints. More training to the Chinese staff was required to change attitudes towards the western style of management and expat managers were required to show more restraint and caution using western management patterns. In the case of Tang he should have given Li an option of either stopping work on the project or to complete the project within a specific time frame. This would allow Li to save “face” which is very important in Chinese culture.
Introduction
Intel was operating in China from 1985 but only in 1993 that it went ahead with two wholly owned foreign enterprises. The enterprise in reference is Intel Architecture Development Co. Ltd. (IADL). On taking over his new position at Intel, Tang started restructuring of the company staff to make them more effective in achieving the goals of the company. Tang had been away from his home country for eight years and working in western environments, his perspectives and perceptions had changed. During this same period China had gone through some drastic changes due to the economic situations prevailing but the basic Chinese principles did not change. Chinese culture is collectivist whereas western culture is more individualistic which led Tang to see each individual rather than the overall team performance. This led to problems that Tang faced in establishing himself within his new role. Home country culture and themes was reflected in the
03/05/2013 03:22
The challenges faced by intel china
Newly Appointed manager of marketing programs of Intel in China, Charles Tang was facing resistance from an account manager is his division Yong Li. Conflict between Chinese and Western management styles is evident and needs to be considered carefully besides the individual traits of personnel. Western management processes and style should be developed to suit the Chinese style of management as the former style will not be effective if implemented directly due to cultural restraints. More training to the Chinese staff was required to change attitudes towards the western style of management and expat managers were required to show more restraint and caution using western management patterns. In the case of Tang he should have given Li an option of either stopping work on the project or to complete the project within a specific time frame. This would allow Li to save “face” which is very important in Chinese culture.
Introduction
Intel was operating in China from 1985 but only in 1993 that it went ahead with two wholly owned foreign enterprises. The enterprise in reference is Intel Architecture Development Co. Ltd. (IADL). On taking over his new position at Intel, Tang started restructuring of the company staff to make them more effective in achieving the goals of the company. Tang had been away from his home country for eight years and working in western environments, his perspectives and perceptions had changed. During this same period China had gone through some drastic changes due to the economic situations prevailing but the basic Chinese principles did not change. Chinese culture is collectivist whereas western culture is more individualistic which led Tang to see each individual rather than the overall team performance. This led to problems that Tang faced in establishing himself within his new role. Home country culture and themes was reflected in the