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Cultural Scenario – 10 percent
In module 2 of your course content, there is a case study on QuestSource. You will respond to the case study in two pages. Your response will be evaluated based on the following criteria:
9?10 points 7-8 points 5-6 points 4 points or less
Cultural scenario response concepts are fully developed and presented in a logical manner; content indicates knowledge of intercultural communication issues; integrates class readings and discussions into analysis of scenario concepts are presented well and are usually well developed; while well organized overall, at times the writing forces the reader to determine the author’s train of thought; there is some evidence that the author understands and integrates knowledge of cultural competencies and class readings/discussions consistent organization is lacking, causing the reader to have difficulty in following the author’s train of thought; or little evidence of understanding and integrating theoretical concepts from class response to the scenario does not demonstrate understanding or integration of the cultural communication issues discussed in class
Case: QuestSource
Karen Moore is the HR director for the multinational company QuestSource. Recently, the company opened a new office in Shanghai, and Karen’s counterpart in the Chinese office is Tsang Yao, a pleasant, even-mannered man. Initially Karen was satisfied with Tsang Yao’s work in the Shanghai office and happy that he had been able to fill the local positions so quickly. The reports sent on the new hires were very positive and complimentary.
Lately, however, Karen has become increasingly concerned with the number of employees who seem to share the same name. It was explained to her that Chinese write their family name first, followed by their given name. Thus, Tsang was the family name for Yao, the Shanghai HR manager. Karen noticed that in the past three months, more than 10 new employees shared Yao’s family name!
Additionally, Karen has now found out that a recent hire, Tsang Ming, is actually Yao’s nephew, and not only has he been hired for a managerial position, but he was selected from other, more qualified candidates. Karen, furious, has decided to take the situation to Daniel Young, her supervisor and the chief operating officer of the company, and demand that Tsang Yao be terminated. In a meeting with Young, who has many years of experience working in China, Karen describes the situation. Unfortunately for Karen, he is unimpressed. On the contrary, he reprimands her for failing to understand the Chinese culture.
“It’s not what you can do, but who you are, that matters in Shanghai,” Young tells Karen. “The employee’s network of relationships (his guanxi) is more important in selecting a candidate than the Western views of equal opportunity. In addition, Tsang Ming is the son of an important and influential judge, who may be helpful to our company in the future. Decision making in different cultures must take into account the different values of those cultures.”
Karen, unsatisfied, leaves the office with even more questions in her mind.
Analyze That!
What are some of the mistakes Karen has made? Upon what assumptions did she base her decision? Do you agree with Karen or with Daniel Young?
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