Intel in China

Hamza Tayyub13L-4753BBA-BBusiness Communication - I |

FAST-NU |

Intel in China |

Case Study |

Q1. What happened?

It was a critical situation for a senior management subordinate at Intel, who is known as Charles Tang. As he had a history of dealing with both western and eastern cultures, along with his stupendous managerial skills. Tang was habitual of evaluating the profiles and abilities of every employee, thus when he evaluated an Account Manager, Yong Li’s profile, Tang had the opinion that the recent project Li was committed to, should be halted at moment. This made things a bit critical to Tang.

Q2. How could you have handled the situation with Li?

First of all, I could schedule a private meeting with Mr. Li, before giving mandates to halt his project, and I would clarify him my clarify him my scenario, perceptions and about Li and the project. I would make him believe that I am aware of his emotional response on the matter and would treat him with empathy. I would tell him about the “disagree and commit” doctrine of Intel China. Limiting his work to what was planned initially and later on give him a challenging assignment where he can prove his intellectual capabilities. I would also share the feedbacks of his subordinates on his project, making the scenario totally unbiased.

Q3. Do you believe the incident with Li was indicative of broader internal communication difficulties, and, if so, what could Tang do about it?

The incident was not a mere or real problem of internal communication. Yong Li was emotionally attached to the project as Li was a dedicated person and took his projects and tasks with utmost responsibility. Along with that there were cross cultural differences between the two. The organizational structure of China in vertical, with a hierarchical structure i.e. orders passing down from senior management to subordinates and workers, being totally different compared to the open organizational style in the West. According to...