there is no referencing required.
7928IBA – CASE STUDY PROPOSAL TEMPLATE (maximum 2 pages) Total mark: ________/30 (+10 for Improvement) 3004IBA WORKSHOP PREPARATION – NO REFERENCING NECESSARY (maximum 4 pages of your text + 1 page for provided headings - type in the blank spaces in the length you need, delete instructions in grey & green and highlights) DO NOT COMPLETE GREEN IMPROVEMENT SECTIONS NOW; IT APPLIES ONLY TO YOUR NOMINATED PREPARATION IN WEEK 12 Workshop campus, week and time: Gold coast, Tuesday 10am Student name and ID number: (Yukta Kapoor s5116968) Practice Case: Ellen Moore Goal of analysis: IMPLEMENT THE PROJECT SUCCESSFULLY AND ON TIME A. Case introduction (describe relevant case background and scope of analysis): relevant case background 4% + scope & assumptions 1% (1 page) A. IMPROVEMENT - Case introduction (describe relevant case background and scope & assumptions of analysis): 2% - COMPLETE FOR NOMINATED PREPARATION IN WEEK 12 ONLY/2 B. Identify at least 3 critical management issues, evident from A, that need to be solved in order to achieve the specified goal: ____ / 3 ____ / 5 each issue 1% 1. 2. 3. 4. C. Choose the most critical issue from B (which needs to be solved as priority) and justify why it has priority: D. Key players involved in the most critical management issue discussed in C (list individuals, groups or organizations who are involved in the most critical issue discussed in C): ____ / 2 2% B+D. IMPROVEMENT. Identify at least 3 critical management issues & key players involved in them, evident from A, that need to be solved in order to achieve the specified goal 2% - COMPLETE FOR NOMINATED PREPARATION IN WEEK 12 ONLY/2 E. Identify appropriate cultural dimensions (they can be from different models) that impact the 3 most critical management issues listed in B: ____ / 6 use of Kluckhohn & Strodtbeck model 2% + use of other models 2% + linking dimensions to 3 management issues from B 2% E. IMPROVEMENT. Identify appropriate cultural dimensions (they can be from different models) that impact the 3 most critical management issues listed in B 2% - COMPLETE FOR NOMINATED PREPARATION IN WEEK 12 ONLY ____ / 2 F. Describe how are these 3 most critical management issues perceived by each key player from their cultural perspective, interpreted with above cultural dimensions as appropriate (interpret using appropriate cultural dimensions, identified in E): ____ / 6 each issue 2% F. IMPROVEMENT Describe how are these 3 most critical management issues perceived by each key player from their cultural perspective, using the above cultural dimensions as appropriate (interpret using appropriate cultural dimensions, identified in E) 2% - COMPLETE FOR NOMINATED PREPARATION IN WEEK 12 ONLY ____ / 2 G. Use your conclusions from F to propose effective solutions to your 3 most critical issues, justified with the same cultural dimensions used in F. Explain how your solutions will make the achievement of the goal (see p. 1) possible. Explain how it will be handled by each key player and why the solutions will be accepted by them (use conclusions from your cultural analysis described above to justify the feasibility and effectiveness of the proposed solution). ____ / 6 each issue 2% G. IMPROVEMENT Use your conclusions from F to propose effective solutions to your 3 most critical issues, justified with the same cultural dimensions used in F. Explain how your solutions will make the achievement of the goal (see p. 1) possible. Explain how it will be handled by each key player and why the solutions will be accepted by them (use conclusions from your cultural analysis described above to justify the feasibility and effectiveness of the proposed solution). 2% - COMPLETE FOR NOMINATED PREPARATION IN WEEK 12 ONLY ____ / 2 ____ / 2 Format (formatting/layout, spelling, grammar, punctuation, etc.) 2% --- MAXIMUM LENGTH: 4 pages (+ 2 pages with improvement sections) --- 2 KM_C284e-20150130104753 CASE 9 Ellen Moore (A): Living and Working in Korea Ellen Moore, a Systems Consulting Group (SCG) consultant, was increasingly concerned as she heard Andrew's voice grow louder through the paper-thin walls of the office next to her. Andrew Kilpatrick, the senior consultant on a joint North American and Korean consult ing project for a government agency in Seoul, South Korea, was meeting with Mr. Song, the senior Korean project director, to discuss several issues including the abilities of the Korean consultants. Mter four months on this Korean project, Ellen's evaluation of the assigned con sultants suggested that they did not have the experience, background, or knowledge to complete the project within the allocated time. Additional resources would be required: I remember thinking, "I can't believe they are shouting at each other." I was trying to under stand how their meeting had reached such a state. Andrew raised his voice and I could hear him saying, "I don't think you understand at all." Then, he shouted, "Ellen is not the problem!" Richard lvey School of Business The University of Western Ontario Chan tell Nicholls and Gail Ellement prepared this case under the supervision of Professor Harry Lane solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. Ivey Management Services prohibits any form of reproduction, storage or transmittal without its written permission. This material is not covered under authorization from Can Copy or any reproduction rights organization. To order copies or request permission to reproduce materials, contact lvey Publishing, lvey Management Services c/o Richard lvey School of Business, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail cases@ivey.uwo.ca. Copyright© 1997, Ivey Management Services Version: (A) 2009.01-26 Lane, Henry ; Maznevski, Martha ; DiStefano, Joseph & Dietz, Joerg. (2009) International management behavior : leading with a global mindset. 6th ed. Hoboken, N.J. : Wiley. "Ellen Moore (A) : living and working in Korea", pp. 295-310. 296 INTERNATIONAL MANAGEMENT BEHAVIOR WSIIN KOREA . · Joint Venture Inc. (JVI) was formed as a JOlllt venture between a Korean company, Korean Conglomerate Inc. (KCI), and a North American company, Western Systems Inc. (WSI) (Exhibit 1). WSI, a significant information technology company with offices world wide employing over 50,000 employees, included the Systems Consulting Group (SCG). KCI, one of the largest Korean "chaebols" (industrial groups), consisted of over 40 companies, with sales in excess of US$3.5 billion. The joint venture, in its eighth year, was managed by two Regional Directors-Mr. Cho, a Korean from KCI, and Robert Brown, an American from WSI. The team working on Ellen's project was led by Mr. Park and consisted of approxi mately 40 Korean consultants further divided into teams working on different areas of the project. The Systems Implementation (SI) team consisted of five Korean consult ants, one translator, and three North American SCG consultants: Andrew Kilpatrick, Ellen Moore, and Scott Adams, (see Exhibit 2). This consulting project was estimated to be one of the largest undertaken in South Korea to date. Implementation of the recommended systems into over 100 local offices was expected to take seven to ten years. The SCG consultants would be involved for the first seven months, to assist the Korean consultants with the system design and in creat ing recommendations for system implementation, an area in which the Korean consult ants admitted they had limited expertise. Andrew Kilpatrick became involved because of his experience with a similar systems implementation project in North America. Andrew had been a management consultant for nearly 13 years. He had a broad and successful background in organizational devel opment, information technology, and productivity improvement, and he was an early and successful practitioner of business process reengineering. Although Andrew had little international consulting experience, he was adept at change management and was viewed by both peers and clients as a flexible and effective consultant. The degree of SCG's involvement had not been anticipated. Initially, Andrew had been asked by SCG's parent company, WSI, to assist ]VI with the proposal development. Andrew and his SCG managers viewed his assistance as a favor to WSI since SCG did not have plans to develop business in Korea. Andrew's work on the proposal in North America led to a request for his involvement in Korea to gather additional information for the proposal: When I arrived in Korea, I requested interviews with members of the prospective client's management team to obtain more information about their business environment. The Korean team at ]VI was very reluctant to set up these meetings. However, I generally meet with client management prior to preparing a proposal. I also knew it would be difficult to obtain a good understanding of their business environment from a translated document. The material provided to me had been translated into English and was difficult to under stand. The Korean and English languages are so different that conveying abstract concepts is very difficult. I convinced the Koreans at ]VI that these meetings would help demonstrate our expertise. The meetings did not turn out exactly as planned. We met with the same management team at three different locations where we asked the same set of questions three times and got the same answers three times. We did not obtain the information normally provided at these ELLEN MOORE (A): LIVING AND WORKING IN KOREA EXHIBIT 1 Organizational Structure - Functional View Korean Conglomerate Inc. Western Systems Inc. (KSI) (WSI) Korea U.S.A. ------ ------ Joint Venture Inc. (JVI) Korea I I I Mr. Cho Robert Brown Co-Managing Director Co-Managing Director Joint Venture Inc. Joint Venture Inc. (JVI) (JVI) I Mr. Song Director Joint Venture Inc. (JVI) I Mr. Park Manager Joint Venture Inc. (JVI) I Jack Kim Consultant Joint Venture Inc. (JVI) 297 ·- Bob Stewart President- Region A Western Systems Inc. (WSI) George Peterson SeniorVP Systems Consulting Group (SCG) Brian McKenna ,--- Vice-President Systems Consulting Group (SCG) Andrew Kilpatrick Principal Systems Consulting Group (SCG) Ellen Moore Senior Consultant Systems Consulting Group (SCG) Scott Adams Senior Consultant Systems Consulting Group (SCG) fact-gathering meetings. However, they were tremendously impressed