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R. Freeman, Bertrand Blazy
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引用次数: 0

摘要

这个案例说明了当一个公司的办公室位于不同的国家,具有不同的文化和社会风格和做法时,可能会出现的管理困境。这个案例也强调了当许多因素——包括领导力、员工福利和不同的文化规范——都存在问题时,一个人应该如何处理人事问题。我在酒店的大厅里,离离开越南回巴黎还有三个小时。我一直在和我们公司负责进口和物流的Thu Trang谈。她非常沮丧,甚至因为愤怒和沮丧而哭泣,她有一个引人入胜的故事。那我该怎么办?在寻找合适的人选四个月后,我聘请乐来担任我们越南业务的部门经理,负责在那个国家建立我们的业务,教育我们的客户,并培养员工。在我和他面谈的过程中,在任务开始的时候,我已经明确了他的权限和职责范围,他每周都通过电话向我汇报。我对他很满意,越来越确信我雇对了人。然而,乐莱的起步并不顺利。团队挑战他的权威,甚至在危急情况下向我求助,因为我是他们的前任经理,他们觉得和我打交道更舒服。这是我雇佣乐来后第二次来越南。我一到那里,就知道他在没有经过我的同意或不知情的情况下雇佣了一名员工。新工作人员的任务是协助Thu Trang,尽管她的工作量和效率并不表明她需要任何帮助。她非常擅长自己的工作,我不明白为什么乐莱觉得她需要一个助手。当我问他这件事时,他的解释没有说服力:他说,他不太相信Thu Trang,尤其是考虑到她处理的是敏感的公司信息。他解释说,新雇员是他的堂兄,因此他可以完全信任他。在我之前在越南管理团队的经历中,我从未担心过Thu Trang的可信度问题。在越南期间,我感觉到了团队内部的一种严重的不适。现在,在离出发还有几个小时的时候,我站在酒店大堂里,问哭泣的杜庄。她确信新员工是被雇佣来最终取代她的,她觉得她的老板Le Loi想这样做的理由是不公平的。最后,她谈到了问题的关键:他知道她最近被诊断出患有肺结核,由于她的病情,他计划在新工作人员的评估期结束后立即解雇她。这一发现震惊了我,但基于我在越南的经历以及与她和她的团队在一起的经历,我相信她的假设是正确的. . . .
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Thu Trang
This case illustrates managerial dilemmas that might arise when a company's offices are located in different countries, with different cultural and social styles and practices. The case also highlights how one might deal with personnel issues when many factors--including leadership, employee well-being, and different cultural norms--all present problems. Excerpt UVA-E-0232 THU TRANG I was in the hotel lobby, three hours away from leaving Vietnam on my way back to Paris. I had been talking to Thu Trang, the person in charge of imports and logistics for our company. She was very upset, even crying out of anger and frustration, and she had a compelling story. What was I supposed to do? After a four-month search for the right candidate, I had hired Le Loi as division manager of our Vietnamese operations, to build our business in that country, educate our clients, and develop the staff. During my interviews with him and at the start of the assignment, I had clearly defined the limits of his authority and his responsibilities, and he reported to me weekly by telephone. I was pleased with him and increasingly certain that I had hired the right candidate. Le Loi, however, had not had an easy start. The team had challenged his authority and even turned to me in critical cases because I was their former manager, and they felt more comfortable dealing with me. This was my second visit to Vietnam since I had hired Le Loi. On my arrival, I had learned that he had hired a staff member without my approval or knowledge. The new staff member's assignment was to assist Thu Trang, although her work load and efficiency had not suggested that she needed any help. She was very good at her job, and I could not figure out why Le Loi felt she needed an assistant. When I questioned him about it, his explanation was not persuasive: He said he was not entirely comfortable that he could trust Thu Trang, particularly given the sensitive company information with which she dealt. He explained that the new hire was a cousin, and therefore he could trust him totally. During my prior experience managing the team in Vietnam, I never had any concerns about the issue of Thu Trang's trustworthiness. Throughout my stay in Vietnam, I had sensed a heavy malaise within the team. Now, standing in the hotel lobby a few hours before my departure, I questioned the crying Thu Trang. She was convinced that the new staff member had been hired to ultimately replace her, and she felt that her boss Le Loi's reasons for wanting to do so were unfair. Finally, she got to the crux of the matter: that he knew she had been recently diagnosed with tuberculosis and, because of her illness, planned to fire her as soon as the new staff member's evaluation period ended. That revelation shocked me, but, based on my experience in Vietnam and with her and the team, I trusted that she was correct in her assumptions. . . .
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