Overall, Silvio was not the right choice for general manager of Schindler’s India operations for three crucial reasons: 1) he had other priorities in his personal life that limited his capacity to focus on the India operations, 2) Silvio lacked the proper background and relevant experience for this position, and 3) his leadership style, caused by a number of significant cultural differences which overall resulted in a number of managerial and corporate culture issues. However, it is important to note that although Silvio was not the best choice, the Schindler Company was also at fault for not providing Silvio the support he needed during his stay there and in preparing him for the cultural barriers he would be facing.
Firstly, Silvio’s family—a
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dimensions (Appendix II), India is very high in humane orientation (its cultural cluster, Southern Asia, having the highest score out of all the clusters) and in-group collectivism whereas Italy and Switzerland both have low humane orientation and low in-group collectivism (Cross-Border Transfer of Knowledge). This is also shown in Hofstede’s high collectivism score for India compared to Switzerland and Italy (Appendix I). Notably, humane orientation refers to being altruistic, friendly, generous, and kind to others, and already that difference would create a different leadership style. (Leadership Dimensions: Culture and Leadership) In the case employees mention that M.K. Singh is friendly and easy to get along with as a leadership figure, reinforcing that a sociable and more easygoing approach resonates with employees. The Cross-Border Transfer of Knowledge paper also mentions that cultures with high in-group collectivism are also reluctant to spend time and effort to build close relationships with outsiders. Silvio should have taken the initiative to build close relationships with his work colleagues and partners and build trust rather than rely on his authority to create relationships with his employees as he did in Switzerland. This also indicates that someone with some international experience, HR experience, or even someone with a more flexible leadership style would be better suited for this …show more content…
This would have lead to lack of communication between colleagues and Silvio of any problems or advice they would have otherwise shared. Reiterated by the G.L.O.B.E. dimensions, with high in-group collectivism cultures (i.e. India), members are used to working with their own in-groups and are less concerned with knowledge transfer to those outside their own group. (Leadership Dimensions: Culture and Leadership) Moreover as Indian culture relies on high-context communication (as Silvio mentioned few people voiced concerns and questions about his strategy despite having them), Silvio, coming from a low-context communication background would not have picked up on the subtle cues his colleagues were giving him, even if they did give him feedback or advice. Furthermore, as mentioned earlier, Silvio’s previous highly-respected role at Schindler may have stopped him even more than the average manager in listening for these cues as the previous norm he had grown accustomed to was a culture where his colleagues would inform him of
Caracterra is a white male around the age of 30 years-old. During his childhood, around the ages of 13-15, he had three close friends that he considers a huge part of childhood. He grew up in Manhattan in a community called Hell’s Kitchen. His parents are still together but displayed domestic violence in the home. Loyalty means everything to him, he would do whatever he can for his friends or family. At this moment, Caracterra currently resides in Hell’s Kitchen alone and struggles with letting go of his past childhood.
Mr. Jose Alaniz, is a lieutenant with the Texas Department of Corrections, he states he is the youngest individual that has ever acquired the lieutenant title, even though he has only served the State of Texas for six years, but his outstanding leadership skills and abilities has allowed him to stand out from his coworkers and supervisors. Mr. Alaniz is currently in charge of over 2000 inmates, that he currently supervises, guides and also trains, in order for them to become better members of society, the moment they are released. Mr. Alaniz states that they have strict policies and procedures currently in place and is part of the safety committee that ensures all state employees are protected and safe during riots, disturbances and emergency
for his factory, he used his money to bribe people to get what he wants. Schindler also did not
When horrific crimes occur in large cities, many of them can be chalked up to gang violence or to the larger population of that specific city. But when horrific crimes happen in small cities like Lincoln, Nebraska, people begin to ask questions like who did this and why. In 1958, a nineteen year old man named Charles Starkweather put the entire state of Nebraska and possibly the entire nation in a state of terror. With his murder spree taking only three days, Starkweather had collected a body count of ten bodies, including two teenagers and a young child. Understanding Starkweather’s past and state of mind begins to answer the second question of why.
The ethical discernment model described by Slosar (2004) and developed for use at Ascension Health will assist us as we analyze this case. It reminds us that discernment engages our spirituality, intellect, imagination, intuition, and beliefs. It is decision-making that reaches into the heart of our beliefs about God, creation, others, and ourselves. It therefore requires structured time for reflection and prayer from the beginning and throughout the process.
Due to the fact that the case study explains how Tonya was retained in kindergarten, I would be comfortable saying Tonya is somewhere in the age grouping of seven or eight years old, making her fit into the middle childhood stage. I feel in some way that Tonya is more mature for her age. She has to get up to take care of her brother, which obviously means she is getting herself ready in the morning for school. Tonya’s social-emotional development fits more for a child in their early adolescent stage. Since the teacher explains, “Tonya challenged my patience, professionalism, and decision making” (McDevitt & Ormrod, 2010, pp. 3). This type of development is primarily shown in the grouping of ten to fourteen years of age. Tonya’s aggression may be because some children show poor behaviors towards peers that are unacceptable (McDevitt & Ormrod, 2010). This is typical for children in her age group even if it is only a small percentage.
Nearly every aspect of law enforcement has a court decision that governs criteria. Most court rulings are the result of civil lawsuit towards a police officer and agency. However, currently, there is no law that mandates law enforcement driver training. When it comes to firearms, negligence by officers has resulted in a multitude of court rulings. Popow v. City of Margate, 1979, is a particularly interesting case that outlines failed firearms training by an agency. In this case, an officer chasing a suspect during a foot pursuit fired at the suspect, striking and killing an innocent bystander (Justia.com, 2017). The court ruled that the agency was “grossly negligent” of “failure to train” (Justia.com, 2017). As a result, nearly every agency requires annual firearms training and has written policy concerning the same. Officers must show proficiency in firearms use every year to maintain their certification. Many states even impose fines on officers for
Moorhouse, A. (2005, November). International Management Organizational Behavior. Retrieved October 16, 2008, from University of California Berkley: http://www.ocf.berkeley.edu/~matran/Files/proKarenLeary.doc
B.M. Bass developed a study in 1985 on leadership in the western world which focused on western leaders and how they influenced their subordinates. What he found was that leaders across organizations shared similar attributes. He referred to this style as “transformational leadership”. Through this style, leaders “inspire followers to transcend self-interest for the good of the organization and can have an extraordinary effect on their followers” (Robbins & Judges, 2012:188). Bass discovered that cultures that used this leadership style placed importance on the development of individual’s work performance within organizations. Using his research, Bass was able to organize the behaviors of what he deemed transformational leadership into four categories: idealized influence, inspirational motivation, intellectual consideration, and intellectual stimulation. Each category is a different form of influence that the leaders have over their followers which allow them to affect diverse groups of people. Since the theory was based on a study of western leaders, the transformational leadership theory can be viewed as bias in a western context. In other words, this style of leadership may be more effective in western organizations than eastern organizations due to the differing cultural values. However, there are examples of transformational leaders in each culture.
The differences in cultures between Sweden and Italy had already become apparent in 1993, when Pharmacia merged with an Italian pharmaceutical company, however the inclusion of the American company into a corporate culture which had only so recently been developed and accepted by employees of the companies involved in the original merger created further cultural confusion. “Communication problems, beyond the obvious language differences, became a real barrier to honest dialogue”. This quote, coming from one of the American representatives of Upjohn goes to prove that there was an obvious problem with the interaction between managers of the three countries involved in the deal.
In international management, culture is acquired knowledge that peoples use to interpret experiences and generate social behavior. This knowledge forms values, creates attitudes and influences behavior. Because different cultures exist in the world an understanding of the impact of culture on behavior is critical in the international management. There are many way of examining culture differences and their impact on international management. Culture can affect technology transfer, managerial attitude, managerial ideology and even business-government relations. Cultural affects a host of business-related activities, even the including the common handshake. For example, in the United States, the standard greeting is a smile, often accompanied by a nod, wave and it may sometimes include verbal greeting. In business situations, a firm handshake is used. Feeble handshakes are viewed as negatively as weakness. Men usually wait for women to offer their hand before shaking. As in the Czech Republic, shake hands, firmly but briefly, with everyone (including children) when introduced. It is also customary to shake hands once again upon departure. Men should wait to see if women extend their hands in inter-gender meetings. Also, avoid keeping the left hand in one's pocket while shaking hands with the right. In the Czech Republic, politics and other complicated ...
...Harris, Sarah V. Moran (2011). Managing Cultural Differences, Leadership Skills and Strategies for Working in a Global World. 8th ed. UK: Elsevier Inc.. 10-25.
Write 2 mini case studies. One should recount an effective coaching or counseling situation. The other recount an ineffective coaching or counseling situation. The case should be based on a real event, either from your own personal experience or from the experience of someone you know well. Use principles of supportive communication and listening in your cases.
During the occupation of the Krakow Ghetto, Jews were being separated into “essential” and “non-essential” categories. Individuals selected for the “non-essential” category were to be shipped off to concentration camps. Originally completed by a Jewish accountant recruited by Schindler, “non-essential” workers were being designated as “essential” workers for Schindler’s business. Realizing he was unknowingly hiring unfit employees, Schindler berated the accountant for devising the plan and jeopardizing his profits. This incident is where Schindler is faced with his first ethical dilemma; by taking away the employment of unfit individuals, he is sentencing them to certain death, but if he allows them to remain, he is endangering future profits. By allowing the unqualified employees to stay, viewers can see a shift in his inner workings, and also a light is shown on his humanity. Furthermore, his reputation for forgiveness and mercy begins to bud, as does his slow separation from Nazi Party
The subsequent major issues will be discussed in this analysis; (1) Silvio Napoli’s fit as the general manager of Schindler India operation by assessing his strengths and weaknesses and (2) the overall evaluation of Silvio’s performance during his eight months as general manager of Schindler India, including the way he set up his team and the critical decisions made during the eight months. Finally, (3) what advice should Silvio receive in regards to the glass-walled elevators