Case Map for Noe, Hollenbeck, Gerhart & Wright - Harvard Business ...

Chapter 15 Managing Human
Resources Globally
Establishing an "ECL" Culture in
China: Organizational Difference or
National Difference?: Gilbert
Wong; Scarlet Chan; Mary Ho
Product #: HKU155
Length: 11p
Teaching Note: HKU156
LG Group: Developing Tomorrow's
Global Leaders: J. Stewart Black;
Allen J. Morrison; Young Chul
Chang
Product #: 98G009
Length: 23p
Teaching Note: 898G09
Merck Latin America (A): Michael
Beer; James B. Weber
Product #: 401029
Length: 12p
B case available
Where Have You Been?: An
Exercise to Assess Your Exposure
to the Rest of the World's Peoples:
Paul W. Beamish
Product #: 908M69
Length: 11p
Teaching Note: 808M69
Subjects Covered: Airlines; Collective bargaining; Federal government;
Government agencies; Human resources management; Labor relations;
Layoffs; Strikes
Abstract
Electronic Communications Ltd (ECL) had decided to make China its
second home and to seek common prosperity with Chinese people. The
company knew that there were major gains to be made, but there were
also risks and challenges. One of these was the management of cultural
differences. An essential question facing the management was whether
they should adapt ECL's management practice to the Chinese culture or
instead implement ECL's global management policies in China.
Learning Objective: To study how to manage cultural differences and
establish a strong organizational culture in a socialist economy.
LG Group Chairman Bon Moo Koo has announced a corporate goal of
increasing revenues from $38 billion to $380 billion between 1995 and
2005. Most of this increase is expected to come from new international
sales. As a consequence, LG must add an estimated 1,400 new global
leaders to its management ranks. Mr. Y.K. Kim and his team must
determine what these new global leaders should look like and how to
develop them.
Subjects Covered: Globalization; Human resources management;
International business; Korea; Leadership; Management development;
Management styles
Introduces Grey Warner, the vice president of Merck's Latin America
region, and his efforts to improve the organizational effectiveness of the
region and to introduce a more global business culture and values.
Discusses Merck's ethics and values, its Latin American organization, the
change methodologies used, and the political and economic conditions in
the region. The change methodologies included Myers Briggs personality
type assessment, 360 degree feedback management evaluations, a new
strategic planning process, and especially, organizational fitness profiling
to discover and overcome barriers to achieving the strategic vision.
Learning Objective: Allows students to examine the management of
foreign operations--especially the management of change and the cultural
implications thereof.
This team-building and familiarization activity can be used in the initial
class or session of an international management program. It assesses
one's exposure to the rest of the world's people. A series of worksheets
require respondents to check off the number and names of countries they
have visited and the corresponding percentage of world population that
each country represents. By summing a classes' collective exposure to the
world's people, the result will inevitably be the recognition that together
they have seen much, even if individually some have seen little.
Learning Objective: This simple exercise was developed to make an
important point -- most people have had much less direct exposure to the
rest of the world's peoples than they previously thought. When coupled
with the widely-held perception that exposure to other cultures makes one
a better global manager, most respondents acknowledge that a change in
their individual behavior is in order. The exercise was developed for use as