Global Questions
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1. How would you plan to manage working capital between operations in Asia, the US and Europe? What would be important to you?
2. A very big issue for most global companies is NIH (not invented here). The resistance of subsidiary management can create all sorts of problems for the company. Anyone have any good ideas as to how to foster subsidiary cooperation and reduce the natural level of resistance?
3. Folks significant issues seen between strong western cultures and Asian cultures can cause difficulties for leadership. I work with a Chinese company with Chinese management. The biggest problem I have with them is their inability to clearly say no because it can generate confrontation. I have seen many cases where no is the right answer but the process is not to say yes and draw out the process for weeks and even months. There are times I even have to jump in with our female Chinese General Manager and look at people and tell them. "what you just heard is a polite version of no."
If you are confronted with a no answer in a case such as this how would you deal with it?
4. I agree with both of you regarding the diversity of an organizations staff. At the same time would you agree that too much diversity can cause undo hardship and delay an organizations growth? The reason why I ask this question is due to personal experiences with totally diverse groups consuming more time to come to similar conclusions that are less diverse.
5. I agree that developing effective strategies to be use in an organization's value and culture. Do you believe that the employees should have an input in the development part of strategies for the company? Why or Why not? Should employees and how should be compensated for the strategic efforts?
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Solution Summary
This solution discussed working captial, subsidary management, cultures, diversity and strategy.
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1. How would you plan to manage working capital between operations in Asia, the US and Europe? What would be important to you?
Working capital refers to employees, companies and various countries that are within the chosen target market. Each is valuable to the growth of the organization, and all have an important role in helping it to grow or fall on a daily basis. I would manage this by having an Accountant in each of those locations, and all would report back to corporate in the United States. All are also responsible to obeying the laws in which they reside, especially if they are in Asia and Europe because of them doing business different than that of the U.S. Furthermore, management needs to know how to become excellent leaders in that process by means of making sure that they are sensitive to the needs of their employees by celebrating their birthdays, giving them time off for holidays and vacations, and treating each one with dignity and respect. All of which are symbolic leadership, an d needs practiced as often as possible so that job satisfaction occurs in order to prevent a high turnover rate in that process. Everyone would get continuing education credits, and the firm would help cover the costs of it. In the end, the benefits outweigh the risks because of how much profit is coming in for all to enjoy.
2. A very big issue for most global companies is NIH (not invented here). The resistance of subsidiary management can create all sorts of problems for the company. Anyone have any good ideas as to how to foster subsidiary cooperation and reduce the natural level of resistance?
Many ideas are worth considering when it comes to subsidiary management. First, record keeping is crucial to allow for effective communication. This includes that of bylaws, articles, minute books, ledgers and so forth. Second, meetings are imperative between that of shareholders, boards, which includes ...
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