Case Study

1 January 2017

How many continents does the company currently do business? Three 2. Is there one leadership style that will work best for the company, or is it going to have to choose managers on a country by country basis? Since 2005, GE has increased their senior leadersoutside the United States by 50%. The best global companies are developing new business models tailored for growth markets. They choose managers tailored for their respective country. 3.

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Additionally , if there is no one universal style that is best , how can current CEO Jeffrey Immelt effectively lead so diverse a group of worldwide managers? 4. In what way would an understanding of the managerial grid be useful in explaining leadership behaviors at GE? 5. If GE were advertising for new managers in England, Italy, and Japan what qualities would you expect the firm to be seeking in these managers? 6. Would there be a universal list, or would lists differ on a country by country basis? The lists would differ on a country by country basis. 1.

Singapore has been affected by economic uncertainty around the world, but prices and currency remained relatively stable. It is a high tech hub attracting more pharmaceutical and medical technology producers from across the globe. 2. The Singapore workers ‘desire to become more productive result in the following US similarities Chance for growth, achievement, increased responsibility, money and job security. 3. Yes it would be wise to know how achievement is received culturally. 4. I would assume that although Singapore and US have similar motivations, Singapore workers should be managed and awarded differently.

The Singapore worker will not succumb highly to individualism because they thrive on security while discouraging an individual risk. Week 6 Hwk 2 Pg 490 1. What are some current issues facing Germany? What is the climate for doing business in Germany today? Germany is the size of the Nevada with three times the population of California. Germany has control over ? of Western Europe’s economy. Germany exports are higher than those of the Japan and its gross investments as a percentage higher than the United States. 2.

Are the leadership styles used by the German managers really much different from those used by the Americans. Yes it differs from the United States training and leadership styles. Germans prefer to be told what to do rather than taking initiative. Leadership suggests Us. Counterparts not share as much information with their subordinates. 3. Do you think the German managers are really more Theory –X oriented than their U. S counterparts/ Why or why not Yes, they believe their subordinates are not capable of achieving Theory Y results.

The assumptions of Theory X and Y are most easily seen in the managers’ behaviors such as giving orders, getting and giving feedback, and creating an overall climate within which the work will be done. 4. Are the German managers who have come to the United States likely to be having the same types of problems? Yes, they may use the Theory X approach on US subordinates and not see positive results. Theory Y manager believes that under the right conditions people will not only work hard but will seek increased responsibility and challenge. 5.

Using the GLOBE study as a guide, what are some leadership attributes you would expect from the Germans? How does this affect the way German subordinates view US leaders? Autonomous & Self Protective Characteristics: The US are most than likely not supportive or comfortable with growth of the business using Germany’s leadership strategies. Pg 453- Motivation is Key 1. When motivating the personnel in London and Tokyo, is the company likely to find that the basic hierarchical needs of the workers are the same? Why or why not? No, they will different needs because they cultures are extremely different.

The Asian culture, according to Nevi’s , hierarchy of needs are 1, belonging socially 2, physiological 3. Safety 4. Self –actualization in the service of society 2. How could an understanding of the two factor theory of motivation be of value for motivating the personnel at both locations? Would hygiene factors be more important to one of these groups than to the other? Would there be any difference in the importance of motivators? This method is focused on international human resource management. Hygiene factors would be of significant importance because both countries require higher salaries and direction.

The rest of the hygiene factors may not parallel, However, the motivators would be more closely compared. 3. Using Figure 12-7 as a point of reference, what recommendation would you make regarding how to motivate the personnel in London? In Tokyo? Are there any significant differences between the two? If so, what are they? If not, why not ? London is moderately strong uncertainty avoidance and feminine, the countries on the feminine side distinguish themselves by focusing on quality of life rather than performance and on relationships between people rather than money.

They are different. Japan give their attention to acquiring monetary means and other physical assets and care little about relationships and the quality of work life. Pg 491 1. Will the leadership style used in the United States be successful in Australia, or will the Australians respond better to another? I believe participative leadership will typically encourage their people to play an active role in assuming control of their work and authority usually is highly decentralized.

The leadership style will be received well from both parties. 2. If the retailer goes into Europe, in which country will it have the least problem using its US based leadership style? Why? The Nordic culture would be the most comparable to the US culture. The attributes are almost identical such as: performance oriented, Inspirational visionary, and team integrated. 3. If the company goes into Europe, what changes might it have to make in accommodating its leadership approach to the local environment? Use Germany as an example.

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