Intel Case Study

Intel Case Analysis

Team Awesome

Aubree O’Keefe

Alejandra Parra

Michael Sberna

Devin Toney

As the newly appointed manager of marketing programs of Intel China, Tang should have handled the situation a little differently than he did. First of all, as a group we decided it would have been best if he had taken a more personal approach in handling the situation. Rather than asking Chen to talk to Li about the discontinuation of the project, he should have talked to Li himself. To make sure he didn’t overstep his boundaries, he should have talked to Chen prior to and asked her if she was okay with him pulling Li into the office to discuss this issue. Once Tang got approval from Chen he should have talked to Li himself. It was a bad idea for Tang to automatically reassign the project to someone else without talking it out with Li prior.

When beginning the conversation with Li, Tang should have been very detailed and gave him the reasons why he didn’t feel Li was good for the project. After giving some very detailed reasons and being direct about why Tang felt the way he did, it would likely become easier for Li to feel less attacked and be able to understand where Tang was coming from. Although Li may have still been upset, he may have been more open to Tangs decision. As a manager, Tang should be able to talk to his subordinates to try and build on the relationship and establish trust rather than having other managers do it for him.

Downward communication is very important in any organization. One of the key components of downward communication is explaining why a decision is being made. Tang not only had another inexperienced manager, Chen, speak to Li, but he also had no reasoning behind his decisions. As stated in the textbook, evidence indicates that explanations increase employee commitment and support of decisions. Putting Chen into the position of telling Li the bad news made everything worse because the information wasn’t coming from her and she...