Case Analysis of Intel in China
...s to lead his member to go out of the problem in time, and made Mr. Li feel disappointed. So Mr. Tang failed to complete his job as a managerial role in this case. Secondly, there is no mutual trust among the group members. We can support this topic form two aspects: stereotyping and no empathy. When Mr. Tang and Mr. Li judged each other, they both have some stereotyping. Mr. Tang thought Li, a new and relatively young employee, without significant exposure to the business world or the software industry, did not have the background or expertise for this type of book. On the contrary, Mr. Li counted Mr. Tang as one of typical expatriate managers, who come along and don’t really care about what the workers are doing. They don’t show respect and change the workplace according to their whim without providing explanation, and without warning. So from the bottom of their heart they didn’t believe in each other. Thirdly, in this situation, to be empathy is an impaired measure to help them build mutual trust. But from the side of Mr. Tang, he didn’t care about Mr. Li’s feeling. While Mr. Tang left to US for 8 years, and he had been accustomed to the west culture and became a little strange to the concept of self-esteem of the Chinese elites. Without further communication with Li in advance, Mr. Tang had Ms. Chen, a newly appointed manager who has little leadership experience, inform Mr. Li the decision of canceling the project and give no explanation. In the common sense, this kind of behavior will hurt Mr. Li who had devoted so many time and zeal into the project. From the side of Mr. Li, he had no idea about the Intel culture and thought less about the new long-term business strategy of the firm. This could also lead to the conflicts. In the Cohesiveness and Performance Rectangle, we can know that when individual norms oppose firm’s goals, the higher individual zeal can result even lower task performance. Cohesiveness and Performance rectangle So for Mr. Li who emphasized too much on self-esteem and self-actualization, his hard word can have negative influence on the performance of the team. Besides, Li’s self-sufficient personality and uncontrolled emotion is also responsible for making the situation complicated. When hearing the news that his project would be canceled, Li couldn’t control his emotion well and even rejected to listen to the rationale behind the decision. According to Li’s colleagues, his excess zeal for some work makes them uncomfortable, which also proved his excessively independent personality. Finally, Noises lead to ineffective communication among people: Cultural difference between East and West: although Tang realized the obvious differences in communication patterns between the East firms and the West organizations, he didn’t deal with the event because he ignored the introverted personality of people in East, greatly different from the West employees with a higher propensity to be more open. Organization’s culture: Tang didn’t impart the philosophy at Intel - ‘disagree and commit ’ thoroughly to his subordinates thoroughly, which is another reason leading to the conflict. Only if people realize the common norms, they may performance accordantly. Recommendation – Short Term/Long Term How to address these inner conflicts? Here are some recommendations: The current incompatibility within Intel Company is the result of the combination of inefficient communication problems, judgment/perception problems as well as non-team effectiveness at the same time, just as we have analyzed above. But how to address these conflicts from the underlying aspect, Mr. Tang encounters a real difficulty. Here are some recommendations for this young CEO, hoping to facilitate him to make it out. Firstly, Mr. Tang had better pay more attention on the Intel Corporation Culture. Simply, Intel Culture is “to guarantee innovation, a degree of dissention and constructive criticism was encouraged, meanwhile to guarantee the effectiveness and synergy, once the decision is made, every people should do their best to fulfill the targeted goal as if they are consent with the decision 100%.” In some sense, this principle can be called “disagree and commit” philosophy. Mr. Tan should impart this corporation culture to all his employees not only in language, but in behavior and make sure that the employees agree with this principle from the bottom of their hearts. This point is very important, if Yong Li also commits to this philosophy, then the conflict may be avoided. Obviously, corporation culture is extremely beneficial to the company’s long-term operation and management, though it also needs a long period to be rooted in the mind of every employee. Secondly, based on the corporation culture, Mr. Tang should concentrate on the team construction within the company. To this point, Mr. Tang should try to not only establish effective teams but also construct team spirits among the employees. The team spirits contains many aspects, but generically commitment to the common purpose based on the mutual trust is the most critical part. From the case, we can see that Yong Li, though is quite capable in daily working, is lack of the team spiri...