Wendy Peterson Essay Example

in a difficult position. I must decide whether to give in to Wu's demands or terminate him. It is challenging to manage subordinates with different cultural backgrounds and working styles, as it can make managerial decisions subjective.

Managers have a tendency to assess the attitude of their subordinates rather than their performance, and any discrepancies in attitude are regarded as issues. This leads to tension in the workplace and an atmosphere of limited cooperation. Handling such a situation requires a reflective mindset and self-regulation. The manager should take a step back, examine the problem, evaluate the pros and cons, accept the individual as they are, and strive to be unbiased in their assessment. Dealing with a "different" subordinate entails focusing on the concept of the "psychological work contract."

The employee's high production and low grievances can be maintained if the manager respects and guarantees the norms of the employee's informal culture. This includes allowing employees to work independently, ensuring they receive adequate wages, and providing job security. However, the problem arises when managers fail to uphold their end of the agreement and continue to expect the same level of performance without considering the employees' cultural differences. It is important for managers to understand and accept these differences in order to make rational decisions.

A manager should focus not on a problem employee, but rather on an employee who is facing problems. When the issues arise due to a broken psychological contract, it is important for the manager to practice self-regulation in order to address the situation and maintain a balance between the company's expectations and the employee's contributions in the work contract.

Wu is an individual with confidence, intelligence, and entrepreneurial experience. During his initial months, he demonstrated dedication as a diligent student, consistently arriving early and staying late. Moreover, he displayed curiosity and meticulousness.

Although he initially enjoyed his role as an expert, which was different from his usual responsibilities, he eventually shifted his focus towards sales and only came into the office early in the mornings. Unfortunately, he did not keep me updated on his progress with clients and was inconsistent in attending our weekly pipeline meeting. It is evident that he did not fulfill his routine and administrative duties satisfactorily. On a positive note, Wu took pleasure in sharing knowledge with colleagues and exhibited good behavior in the office. My only concern was that he lacked a personal connection with the rest of us.

The content of his conversations consistently revolved around business matters. I was impressed by his achievement in successfully securing his first client, who signed a contract worth over $400,000.00. This exceeded his annual target of $250,000.00. However, there was an issue with him selling additional services to an existing client without obtaining the manager's consent. Despite meeting his goals, I am dissatisfied with his approach. Giving Wu a personal assistant would establish a precedent for AccountBack that could have negative consequences for the company in the future and is not something we can agree to.

It is important for all skilled managers to show empathy and connect employees from diverse cultures. I think that the manager's need for an assistant is a result of my negative feedback on his office and administrative tasks. Improving my relationship with

Wu and making him feel appreciated in the company would boost his performance. After studying Chinese culture, I found out that Asians have a high-context culture while Americans have a low-context culture. What does this precisely mean?

This table provides an explanation for Wu's behavior and the differences in his work style. To enhance his performance, I must recognize and integrate his Chinese culture into our American organization. One approach could be sponsoring Chinese events in Plano to establish our company as a friend within their community. This would also facilitate a stronger connection with Wu. This situation is complex, and explaining the refusal of the assistant request is just the first step in finding a solution.

Tomorrow, I will have a conversation with Wu where I will address various topics. These include discussing cross-cultural differences and gaining a better understanding of his behavior. Additionally, it is important for me to review and update the psychological contract so that our company fulfills its obligations. Furthermore, I must adapt my leadership style to match his cultural norms and consider his potential willingness to take on more responsibilities. Lastly, during our discussion, it is crucial for me to clearly communicate my expectations regarding his work performance standards.

Considering cultural differences, I will encourage him to perform his office tasks like other salesmen. (I am considering giving my salesman more flexibility in handling accounts and reducing the time spent on paperwork and unnecessary reports. I do not want my employees to feel excessively controlled.) If it pleases the customer, I could permit staying in touch with them after signing the contract. Essentially, I will guide

him towards resolving conflicts by shifting from competitiveness to cooperation through compromises from both parties.