FINAL CASE PAPER Guidance Also review the separate guidance document on case paper content, format, and

grading: Writing a Case Analysis Paper for PMAN 638. Case Paper: Ho, M. & Wong, G. (Nov.9, 2001). Establishing an 'ECL' Culture in China. Grade: Worth up to 16 points. Assignment: Individual case analysis paper. Submitted paper is to be composed of the following sections: Cover Page Table of Contents (TOC) Executive Summary (less than 1 page in length) Body of Report: 5-6 pages for Problem Identification, Situation Analysis, and Recommendations [5 full pages minimum and 6 full pages maximum; material beyond 6 pages in this section will be deleted from grading] References TOTAL: 9-10 pages Your analysis of the ECL Culture in China case should identify, analyze, and recommend communication and conflict resolution strategies and negotiation skills which management could utilize, including cultural issues involved with each of these. The final paper is to cite a substantial portion of the assigned readings from this semester, especially readings from the second half of the semester. Engleberg & Wynn and Thompson must be used sufficiently and correctly to analyze this case, and as support through the proper use of citations. Additional research in NOT needed. There are quality expectations for this final paper! You are expected to demonstrate your mastery of analyzing a case paper using many of the assigned readings from this semester. Proofread and edit your paper before submission for content, including sufficient analysis of the case problems, citations/references, and flow. Do this as many times as needed before it is submitted. Submit paper to your Assignment Folder by the due date indicated which is 12/1 Electronic Communications Ltd ("ECL") had decided to make China its second home and to seek common prosperity with Chinese people. The company knew that there were major gains to be made, but there were also risks and challenges. One of these was the management of cultural differences. An essential question facing the management was whether they should adapt ECL's management practice to the Chinese culture, or whether they should instead implement ECL's global management policies in China. Teaching

Purpose: A study of how to manage cultural differences and establish a strong organisational culture in a socialist economy Problem Identification: The Electronic Communications Ltd had firmly established itself in China by opening its production facilities at Tianjin Economic Technological Development Area in 1992 , and by 2000 had expanded to one holding company , seven joint ventures and 26 subsidiary companies with a staff strength of 13000 . It is now faced with a cluster of problems that need to be addressed effectively with immediate effect to offset the negative impact that may have to be faced due to impending competition resulting from the massive influx of foreign investment into the country. 1) Difference in culture and value system: Biggest challenge ECL faces are the culture and value system of Chinese people is very different than its production centers around the world. ECL has to meet the challenge of molding itself to the culture and work of local people in China. In China people believe in obedience and humility, they are not very proactive and there is lack of team work. Not much importance is given to personal development by the Chinese worker who prefers a management style that is motivated with finding short cuts rather than a system that allows managers to delegate and to speed up the decision making process . Significant differences in the culture impact many aspects of management such as corporate strategies, conflict management, decision-making, work group characteristics and motivation systems. 2) Communication Style Differences: Their social system encourages individual capabilities rather than synergy and team work. Westerners are specific while Chinese have a casual purpose oriented approach for achieving objectives. 3) Relationship Challenge: believe in personal relationships rather than managerial effectiveness. 4) 5) The Cross Cultural Relations 6) Organization behavior 7) Human resources Recommendations 1) Adapt the culture in a way that would allow the company to preserve its identity and values and at the same time permit it to function in the local cultural environment. This would require creating and organization structure in a creative manner. First create an establishment and then socialization. To achieve an

establishment reach out to expatriates who have the knowledge company values and culture. Assign important management positions to them so that they function as key element in the chain of communication. These team would be responsible for understanding local culture and find the right blend of culture between two cultures. The socialization phase would concentrate on processes though which local employees would succeed in adapting to companys culture. 2) It is indeed a daunting task to bring about the desired changes in the Chinese worker in view of the cultural differences , but the management is bound to strike a balance in developing a common set of values . Constant respect for people and uncompromising integrity is a core...