The Ellen Moore Case By: Anna ShapkinaLiz LiuMitchel Pardes

What are the problems? Why Do they Exist?

Cultural Differences → Different Management Styles: • View of Women and Men in corporate culture. Andrew was initially told by WSI that a woman PM

would not be acceptable (181). He received the go-ahead to send Ellen, but it is easy to foresee problems due to their original attitude regarding working with a woman.

• Confucian culture promotes “complete loyalty to a hierarchical structure of authority” (184). Subordinates are reluctant to provide feedback to supervisors, and the Korean consultants are unwilling to provide feedback to the clients. “Asking a question would be viewed as inferring that the teacher or superior had not done a good job of explaining the material.” (188)

• Relationship between Clients vastly different -- Korean consultants refused to interview client’s customers because they did not want to disturb them or go to a client’s office unannounced

• After work drinking activities are integral as part of team building activity (186), leads to uncomfortable situations

• Team leaders are “expected to express disappointment in the individual’s efforts in front of all team members.” (187) Leaders considered weak if they provide compliments

• Difference in business etiquette (ex: exchanging business cards to replenishing a colleague's drink)

• The reason this problem exist is because of a lack of communication and understanding between the American and Korean parties as well as a lack of understanding of each other’s cultures/customs. (pg 194 for reference)

What are the problems? Why Do they Exist?

Lack of experience/background/knowledge on both ends:• Korean consultants had little to no experience/background or knowledge of

Systems implementation (178, 189). Jack Kim (Lead of the SI project): had never worked on a consulting project

• Andrew had limited international consulting experience (178)• Project started with limited information as research/info was difficult to obtain

• This exists because of the wrongful assumptions and inadequate hiring as well as an overall lack of experience by all parties.

What are the problems? Why Do they Exist?

Scope Creep: • Delay in schedule as Korean consultants would accept activities that the client had

requested that were not in the plan or beyond the work scope.

• This exists because of the hierarchical relationship that exists in the Korean culture

What are the problems? Why Do they Exist?

Overseas Manager/Supervisor:• Andrew is the US Manager on behalf of JVI and he could only manage part time overseas

making it harder to have control over the project or make timely changes

• This problem exists because Andrew was already committed to several other projects back in America when this project was accepted

What are the problems? Why Do they Exist?

Confusing Leadership structure leading to unclear direction and power struggle:• Because of the Korean hierarchy and the status difference between men and

women, the Korean consultants at first only listened to Jack and his directions. While he was away, they started to take direction from Ellen and therefore caused confusion and strife when Jack returned. This led to conflict and tensions between all parties causing an uncomfortable work environment as evidenced by Jack’s behavior during a dinner party.

• Jack was told that he was going to be the sole project manager for SI on a daily basis (190)

• This exists because of the hierarchical relationship as well as differing management styles between Jack and Ellen

What alternatives exist at this point?

• Staffing changes

• Andrew works on project full-time

• Meeting with the joint venture committee

Staffing Changes

• Strength• removes immediate source of tension from the environment

• Weakness• does not solve the underlying cultural differences and the divide between

the Korean & American consultants • Ellen has the skills and experience for the position• Andrew’s superiors at WSI do not think that Ellen is the problem

• Opportunity• New staff may be able to put differences aside and work together with a

fresh start using lessons from this experience

• Threats• Ellen, Jack, and/or Andrew look bad • delays in project timeline

Andrew Works on Project Full-Time

• Strength• clients met and trust him, wanted him to lead project • experience with systems implementation, male

• Weakness• considered “part of the problem” by some of the Korean consultants• would have to leave other projects

• Opportunity• strengthen his international experience • “right-the-ship”

• Threat• having to re-organize WSI workforce to cover Andrew’s projects • additional delays as Andrew integrates into team

Call a Meeting with Joint Venture Committee

• Strengths• has the backing of Robert Brown • opportunity to discuss all issues and receive support in finding solutions • Chance for all stakeholders to have a say in responsibilities/division of tasks

• Weakness• Andrew unable to solve the issue on his own

• Opportunities • ability to resolve issues with backing from higher-ups• avoid further delays and alleviate tensions• re-structuring of organizational chart

• Threats• committee decides that Andrew is not suited for the position• creates higher-level discord between Western Systems and Korean

Conglomerate

In Andrew’s position what would I do?

• Let Ellen lead the team

• Resign Jack for his own project

• Do not bring this issue to the Joint Venture committee

SWOT

• Strengths:• Andrew Kilpatrick is an experienced and effective consultant.• Ellen, who was sent by Andrew to Korea to manage the project on a full-time

basis on his behalf, is a skilled professional with a great experience and background.

• She had some international experience• She is an enthusiastic and respectful learner • She is an excellent leader Jack never worked on a system of implementation

projects.• Jack brought some issue to be done that was not within a scope of the

contracted work.

SWOT

• Weaknesses • Andrew had little international consulting experience.• He can manage this project only on a part-time basis. • Korean way of implementation projects differs from American.• Uniqueness of Korean culture/mentality is based on superior-subordinate

relationships in all aspects.

SWOT

• Opportunities:• To accomplish the project successfully as closer as possible to the settled

time • To resign Jack for another project, so he can lead his own team• Let Ellen lead the Korean team following Andrew’s instructions• Let Andrew and Ellen prove their capability to manage on the international

level

SWOT

• Treats• The project is not going to be accomplished on time• Andrew has to leave the project• Ellen has to leave the project• Spoilt reputation of an American system of implementation projects• Material and staff loses from both American and Korean sides

What changes would you recommend making for future projects?

• Strict structure of duties and responsibilities.

• Skilled/experienced/knowledgeable staff.

• Meetings on regular basis for follow-ups and updates.