Shui Fabrics Case Study
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Review the case for critical analysis "Shui Fabrics" attached.
Assist with writing ideas for a response in which you:
1. Describe the differences between Ray Betzell's and Chiu Wai's perspectives on Shui Fabrics' ROI in terms of the GLOBE Project value dimensions.
2. Explain which of these differences is most central to the issue at hand and state why.
3. Develop a strategy for addressing the situation and explain how it would help appease Ray's boss back in the U.S.
4. Explain what specific benefits your new strategy has over the status quo.
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1. GLOBE (Global Leadership and Organizational Behavior Effectiveness) project value dimensions are an extension of Hofstede's assessment of cultural dimensions. The nine dimensions included in the model are:
Assertiveness: While United States is high on assertiveness, China stands low. This is evident in the case of Shui Fabrics where manager Chiu Wai is more concerned about how the company helped in creation of jobs in the country and the Western counterpart is concerned for mere profits.
Future Oriented: With three years into operations and a moderate 5% return, Paul wanted to have a long-term outlook. For this he expected greater efficiency from the company even if it meant pulling out workers and substituting them with technology.
Uncertainty Avoidance: There is a high degree of uncertainty avoidance in China. Chiu Wai preferred stable business operations. He was less risk taking and was contended with the performance of Shui Fabrics. Paul, on the other hand, was from a country which is low on uncertainty avoidance. Hence, he wanted drastic changes in the company.
Gender Differentiation: There are high differences in gender in Chinese society as compared to Western society where such differences are very low. The General Manager was thus used to higher social, economic and political status in the ...
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