Erie Polymers joint venture Essay

foundingERIE speciality chemicals was a comp whatever which is ground in Cleveland, Ohio, which moved to china repay suitable to the key support provided by them in expanding their industrial capacity relating to chemicals. In effect to expand its production in mainland China per painsance polymers had merged with Wuhan plastics factory to form Wuhan Erie Polymers (WEP). Stanley Wong was the carriage of the team that negotiated the phrase meditation and soon became oecumenic manager and thus chairperson of the Joint casualty. though he was very pleased with his transfer bum to Gary, he wasnt finished to that extent. He wanted to nominate a substitution who would cover the comp either to a nonher level. He was a great leader as he motivated his employees in galore(postnominal) aspects and he had in identical manner created a comical finish amid the Chinese and the westward practices.Ans1) if I had to advice the organisation on who to play along Wong wherefore I would choose MR Henri Boulanger as he has been in the organisation for the knightly 16 years and he overly has 24 years of drop dead experience. Though he lacks Chinese skills he yet piddles along well with his Chinese subordinates. He has besides been very effective in his current position and he has excessively introduced sure techniques such as merchandise and net causeing which is very important for all organisation. jibe to me due to his intelligence and energetic levels he would also be able to instill leadership and adapt certain principles in the organisation in align for it to kick the bucket efficiently and smoothly.He would follow a democratic leadership style where he forget consult many employees in the organisation before pickings any important decision regarding the smart sets future. received theories relating to leadership argon undeniable in many arrangings for it to perform on a highschool scale. 1) quality hail to leadership-Managers can uti lize the information from the system to evaluate their position in the organisation and to assess how their position will be made stronger in the validation. This surmise makes the managers make water their strengths and weaknesses and they can also get an correspondence of how to initiate their leadership qualities2) Behavioral appeal- this approach involves structuring the roles of the subordinates by providing them with instructions, and behaving in shipway which will increase the performance of the group. Certain types of proletariats argon given to employees in state to encounter the goals of the disposal3) Contingency approach to leadership-this theory refers to the group atmosphere and to the degree of confidence, loyalty, and attractor the followers feel around their leader. If certain favourable situations occur then there has been a positive relationship between the followers and the leader which means that the lying-in was clearly positd and there is a clear leader position mightiness.Certain principles which would be inculcated by MR Boulanger in the organization such as1) Division of work2) Authority and indebtedness3) Discipline4) oneness of command5) Unity of direction6) honorarium7) orderans2) cross cultural differences and mixture conflictsthe success of the joint venture depends upon the compatibility of the partners and this compatibility involves finish as well. Culpan (2002) suggests that each partner in the joint venture brings its own enculturation and if these finishs are not compatible then they will make the joint venture vulnerable. depending upon the source, it was account that 37 and 70 portion joint ventures fail because of cross cultural differences between partners.These joint ventures have been reported to suffer from communication,cooperation, commitment, and conflict-resolution problems ca utilize by partners value and doings differences, which in turn causes interaction problems that adversely affects the joint venture performance. Moreover, value and conduct differences between culturally distant partners wreak interpretations and responses to strategic and managerial issues, compounding difficulties when making transactions and sharing information in inter field of study joint ventures (Mohr and Spekman, 1994).There are two types of stopping points that directly affect the joint venture, first one is the organizational farming and befriend one is the home(a) ending. pass and Beamish (1990) stated that the problem in IJVs is due to the influence of the national culture on the doings and charge system that leads to conflicts and differences in the workplace. The organizational culture plays a significant role in the flow of knowledge indoors the organization but at the homogeneous succession it can also act like obstruction in the process (Almeida et al. 2002). The national culture evolves around societal norms consisting of set which are shared by major(ip) part of the population. Once, a system has been substantial it is very hard to change and any variation in the institution does not affect the societal norms due to the deeper levels of value and beliefs. (Hofstede, 2001, p.11)There are 3 vast categories used by the western organizations in order to manage differences in cultures when operating(a) internationally. The first is that the organization can advance a strong organizational culture internationally so that all separate of the organization, wherever they are located, share the same organizational culture. This approach assumes that the homogeneity of cultures creates the lift out way of managing the organization. This approach had also been criticised because in order of reproducing the culture to its simplest form the specialism of the culture can be lost.The second approach for managing differences in culture is to develop a common technical or professional culture. This approach does not reach to ensure homogeneity at bottom the work force but it rather, seeks uniformity through strong financial and planning systems. The organizational structuredictates procedures and processes, as well as specifying the sources of expertise and decision making within the organizational hierarchy.The third approach is to lead each culture alone, allowing each underling to develop its own organizational culture, which is believably tied to the national culture with varying degrees of influence.Hofstede (2001) came up with five dimensions of the national culture which all societies have to cope with and they used to measure cultural differences between organizations1) power place- the higher the power distance the more centralized and hierarchical the structure of the organization is. All organizations should increase their power distance in order to overcome any cultural barriers 2) incredulity avoidance- organizations with high uncertainty avoidance are usually bigger in size and the loyalty is much stronger. These organizations are usually reluctant towards in the raw technology and are more abandoned towards change. (Hofstede 2001)3) Individualism and collectivism- this dimension measures the extent of the relationships an private has towards the organization. Organizations having high IDV show individual(a)istic and task oriented behaviour of employees (Hofstede 2001) 4) Masculinity and femininity- organizations with high masculinity, promotes competitiveness and ad hominem accomplishments and the managers are case-hardened as heroes (Hofstede 2001) 5) Long vs unforesightful border orientation- if the organizations have a low LTO then importance is given to short verge results. (Hofstede 2001)On the basis of these dimensions we can tardily evaluate and improve the national culture which directly influences the culture of the organizations running(a) within that environment.Ans 3) Evaluating a replacingStanley Wong who was the general manager of this order wanted to harness a successor who would lead this company very well in order to maximize its sales and increase their productivity.With filename extension to certain concepts we can evaluate Wongs challenge of finding a successor1) Performance circumspection- performance solicitude should be seen as a collective responsibility of employees and employers to see that there is continuous overture in the tasks, activities and jobs that are agreed upon for achieving the organizations vision, representation goals and objectives.Mathis and Jackson (2008) suggested that certain responsibilities managers need to take into account while managing the company.1) Setting agendas- this includes taking responsibilities and setting goals and objectives for themselves and the teams. 2) Handling relationships- managing people is about managing superiors, customers, suppliers and other external contacts 3) direction values- understands what discern successful and appropriate management behaviour 4) Personality qualities- developing the necessary personal and psycho-logical characteristics to be able to deal with unavoidable chaos, ambiguity and stress associated with managerial jobs 5) Self- awareness- fellow feeling ones personal style of leadership and operative patterns and how this might have an impact on others.There are also methods for management learning1) Coaching- this is relevant for particular individuals experiencing motif or self-confidence 2) Project work- this involves working in cross cultural teams on particular projects. It provides exposure to antithetic functions, ways of thinking and doing things, as well as providing an opportunity to take care about dissimilar parts of the organization. 3) Action learning- this approach capitalises by the fact that many people learn most effectively is by doing things. It also represents a team activity by which members are set out to define and solve a problem. 4) Secondments- this provides development for an i ndividual through a job in another organization for a be period. It also provides a way of turnout experience and of forcing the individual to leave their relief zone by having to experience different way of doing things 5) Developmentcentres- the purpose of development centres is to focus on opportunities for directly to employees might undermine their power base and once more concessions might be made unwisely. and so there are certain concepts which are related to the challenges faced by Mr Wong in finding a successor.ConclusionsThus I would like to conclude by apothegm that the company might face a difficult period for a short time when Wong gets transferred. The new general manager would have to go through a challenging process in order to overcome cultural barriers and diversity conflicts in the organization. By introducing certain western management practices the company will be able to challenge on many fronts and also all the other employees will get along well with the Chinese employees and the company will run efficiently and smoothly.References1) jejune humans Knowledge, (2014). Principles of Management 1.0 Flat World Education. Retrieved 26 November 2014, from http//catalog.flatworldknowledge.com/bookhub/5?e=carpenter-ch10_s02 2) Managementstudyguide.com,. (2014). Trait Theory of Leadership. Retrieved 26 November 2014, from http//managementstudyguide.com/trait-theory-of-leadership.htm 3) Martin, J. (2009). Human resourcefulness management. Los Angeles SAGE. 4) Mindtools.com, (2014). Henri Fayols Principles of Management Early Management Theory. Retrieved 26 November 2014, from http//www.mindtools.com/pages/article/henri-fayol.htm 5) referenceforbusiness.com, (2014). Leadership Theories and Studies organization, system, style, manager, definition, model, type, company, workplace, business. Retrieved 25 November 2014, from http//www.referenceforbusiness.com/management/Int-Loc/Leadership-Theories-and-Studies.html 6) Silverthorne, C. (2005). Organizational psychology in cross-cultural perspective. New York, N.Y. New York University Press. 7)