Problem Statement: Karen Leary (Leary) is unsure whether to grant Ted Chung’s (Chung) request for a private office. She is worried that awarding the office to Chung could cause motivation and morale issues within the other consultants.
Hypothesis (H) (it may be) & Analysis (A):
(H1) A breakdown of communication between Leary and Chung
(A1) The case speaks a lot about the relationship between Leary and Chung and no issue is more evident than the lack of communication between them. As we went to in depth in class, feedback is a vital part of the employee/manager relationship. However, there is minimum feedback given either way within this case. The case talks of how Leary interviewed Chung eight times before hiring him and even then did not feel she knew the person. This tells me that she did not ask the right questions. Even more is that Leary would tell Chung nice job and help push him along but never followed up with criticism. Instead, she took it upon herself to Micro-manage his work and watch over not only Chung but also all her FC’s shoulders. Chung also could use help in communicating, Being he was a loner per say. He would only tell Leary about what was going on with his work when asked. He also kept close attention to make sure that he documented his dealings to show that he was adhering to the company’s rules. However, he would not expound on things. This caused Leary to be suspicious. This issue is one that is of utmost importance in the case. Because of the lack of communication on both parties, Leary became very distrustful of Chung. This in turn caused Chung to develop a poor attitude towards Leary.
(H2) Leary and Chung’s inability to interpret the cross-cultural situation
(A2) Leary brought Chung in for the specific purpose of gaining a foothold in the emerging Taiwanese market. In so doing, she opened up a multi cultural team that she did not prepared for. Leary did not take the time to research the culture of this ethnicity and therefore left not only her but also the inter-group dynamics at risk. By not researching the Taiwanese culture and gaining an understanding of how it worked, Leary was left feeling unsure whether Chung was actually doing his assigned task thus causing tension between them.. Chung, though doing what he was hired to do is also to blame. He was westernized enough to know that within the office culture, information must be shared. More so, even though he may feel like he is “better than others”, he should not voice it and learn to be civil and cordial. In addition, Chung made no attempt to get to know his fellow group members and left himself as an outsider. This in my opinion is main issue for Leary’s problem, by not considering each other’s cultures and learning the subtleties of them. Leary and Chung left themselves open for a relationship breakdown. Overall, as a manager it was more Leary’s responsibility to understand the culture that Chung was working in. By not doing so, she planted seeds of doubt and distrust within herself and Chung.
(H3) Leary’s lack of knowledge of her employees.
(A3) Leary has worked her way up within the ranks of Merrill Lynch. Upon getting her current position, she came in with the mindset that she was going to change the culture and not have as she states “a little country office”. To achieve this she fired eight financial consultants whom she felt did not fit the mold she wanted. What this tells me is that Leary lacks the ability to understand her employee’s motivations and wants to surround herself with like-minded individuals. This also shows a lack of empathy and emotional intelligence on her part and an unwillingness to promote a diverse work environment. These issues have become a contributing factor in whether or not to give Chung the office. Because Leary has not taken, time to get to know Chung she is unsure of his motivations and how he may react to her decision. In addition, she is basing her impending decision on how she views the office as a motivational and promotional tool. She does not really know how her other employees view the office or what their motivations are.
(H4) Chung’s lack of interaction within the office environment
(A4) Leary has tried to establish a very close-knit work environment. When bringing in younger consultants she has had the older ones mentor and train them. By doing this, she has created an office that she calls a “family”. However, upon hiring in, Chung has always remained separate from the group. The case tells of how he does not socialize with them but spends most work time out of the office. In addition, He has refused to help others in lesser positions due to he feels that it is beneath him. By excluding himself from his fellow employees, he is keeping himself from being accepted by the group and keeping himself as an external figure within the group systems theory. Because of his refusal to take part within the team and group processes, Chung has not allowed Leary a chance to see how he interacts within the group and thus how him getting an office may be viewed and taken by others in the office. In addition, by taking the time to partake in the group’s activities Chung could have seen how the inter group philosophies and office politics work and thus eliminated the feeling of needing a private office.
Recommendations:
Leary should:
• Explain to Chung that before she considers giving him the office that she will need to take some time and learn more about him and the Taiwanese culture. In turn, he will need to show that he can be more of a team player.
• Explain to Chung that she views the office as a motivational tool and a reward for loyalty and that before making a decision that she will need to discuss it with his co-workers and get their feelings on it.
• Allow Chung the chance to speak to his co-workers and explain his reasoning for needing the office.
• Tell explain to Chung that even if she is not able to give him the office, she will make sure that he has an office to use when a Taiwanese client is there.
Overall, Leary should, discuss a plan with Chung that would give them both ample time to work on their communication and cultural difficulties and address any other issues. She could also suggest that they start having a weekly group meeting where he can share his dealings and also listen and help other consultants with theirs. Lastly, they need to set a date in 3 to 6 months for another evaluation where they will look further into getting him an office.