Case studies for S1: Case 1: Frank McDougal had been chosen to set up a branch office of his engineering consulting firm in Seoul. Korea. Although the six engineering consultants who would eventually be transferred to Seoul were Americans, Frank was interested in hiring local support staff. He was practically interested in hiring a local person with excellent ac


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Unit learning outcomes
Demonstrate the following knowledge and understanding

• Identify and define the different value and belief systems present across cultures through cultural profiling and self-construal.

 

2 Demonstrate the following skills and abilities

• Demonstrate your understanding of different cultural frameworks and strategies used in intercultural communication by applying theories to practice in variety of intercultural business interactions.
Case studies for S1:

Case 1: Frank McDougal had been chosen to set up a branch office of his engineering consulting firm in Seoul. Korea. Although the six engineering consultants who would eventually be transferred to Seoul were Americans, Frank was interested in hiring local support staff. He was practically interested in hiring a local person with excellent accounting skills to handle the company’s books. He was confident that he would be able to find the right person for the job because his company was prepared to offer an excellent salary and benefits package. After receiving what he considered to be several excellent leads from a friend at the Rotary Club, he was surprised to be turned down by all tour prospective candidates. They were very appreciative of being considered for the position, but all preferred to stay with their current employer. Frank just couldn’t understand why all four of these Koreans chose to pass up an increase in salary and fringe benefits.
• Where did Frank go wrong?

• How could you help Frank better understand this cross-cultural problem?

• Use intercultural theories to explain it and support your discussion.

• What would be your advice to Frank?

 

Case 2: Several months after beginning sales efforts in China, Anna, a German manager, was discussing her new job challenges with a friend. At first, she had been charmed by the Chinese, especially by the fact that they were so nice. But now she is wondering if they are perhaps too nice. “For example,” Anna said to her friend, 1 can never get clear feedback from the Chinese people I supervise. If I ask for their help in solving a problem, they always start by saying, This is just a suggestion, but….’ And if I ask for input during a meeting, they will very rarely make negative statements. Isn’t the idea to get all the pros and cons out on the table so that we can discuss things objectively? I think this politeness is going a little too fart What’s going on?’
• Where did Anna go wrong?

• How could you help Anna better understand this cross-cultural problem?

• Use intercultural theories to explain it and support your discussion.

• What would be your advice to Anna?

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