Jan Gronski, handling director of the Cisco China Research study and Advancement Center (CRDC), and Ivo Raznjevic, engineering director, set out to develop a brand-new R&D center in Shanghai, China. This case concentrates on the structure of a culture through human-resource practices while explaining such actions as protecting a proper structure, putting together a labor force, looking for proper jobs, establishing supervisors, constructing groups, assessing efficiency, securing copyright, and handling development.
The case provides particular obstacles that develop relating to skill management: How does a manager gotten rid of significant cultural distinctions within a varied workgroup? How should Raznjevic assist his latest manager through his very first encounter with Cisco's ranking system? The case might be taught near the end of a term to serve as an evaluation of organizational habits at a graduate level or in an executive education program focusing on problems of team-building, growing supervisors from within, and associated talent-management problems in an international context.
PUBLICATION DATE: January 21, 2010 PRODUCT #: UV4292-PDF-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
Related Case Solutions & Analyses:
Differences at Work: Sam (B)
Zayed Al-Hussani Group
Family Business Succession in Asia
Renesas Electronics and the Automotive Microcontroller Supply Chain (A)
Financial Strategy At BAA PLC (A)
Liberal Government of Ontario’s Eco-Tax Fiasco
Winning Hearts and Minds: Reforming the Providence School District (B)
Legal Protection of Intellectual Property
Boston Beer Co.: Light Beer Decision, Spanish Version
Basil “Buzz” Hargrove and de Havilland, Inc. (B)
