Intel in china
THE ISSUE
When marketing manager took over Intel’s Beijing division, he was eager to familiarize himself with the operation of each department, and to aid him in this, he reviewed the files of all employees to understand their roles. Using his best judgment, he reassigned work as he deemed necessary, to ensure that each employee was working, both individually and within a team, toward advancing the strategic goals of the department and thus Intel in China. The same rationale was behind a reassignment of various departmental managers, and in the process, Tang reassigned the AMs under Qing Chen, a Beijing native. Though she had worked for a multinational before joining Intel, this was her first managerial position.
Tang’s attention was drawn to Li’s project upon reviewing Li’s employees file. Though Tang felt the basic concept behind the project to be sound, he felt that it had expanded to such an extent from that which was initially proposed that it was not reasonable to expect that Li could realize the project’s goals without it interfering with his primary duties of servicing his account vase. The scope of the project had mushroomed in part due to the perspective of Li’s previous supervisor who, according to Tang, was a very ambitious person who “approached everything on a grand scale with massive goals.”
Initially, the project assigned to Li was the creation of a manual providing local software vendors with tips on running their enterprise, such as marketing carious software products or how to manage or set up distribution channels, for example. However, Li approached the project with such unchecked zeal that it quickly transformed from a manual to a book form, with a chapter dedicated to comprehensive business planning issues, beginning with such basics as how to incorporate a business in China, sourcing venture capital, and the