Joe Willis: Feeling the Heat in ThailandCase: Joe Willis: Feeling the Heat in ThailandA) Joe Doyle, the Canadian president of Fasco Motors, faces many challenges as he attempts to restructure the companys finances and reputation. He must do so in a culturally foreign setting with many recently dismissed high-level management officials having close ties to government and business leaders in the region.
The executive (Willis, Ramsey, and Fyvie) face serious trust issues with local employees, who remain dubious in regards to their true motives in being in Thailand. Normally a simple demission based on performance would not require such an intervention from the parent company. They are also faced with legal challenges regarding their work visas and the fear that such government intervention had upon them. Furthermore, their challenge includes countering the decrease in productivity and teamwork among the employees. As for the employees, they too face challenges, notably their constant fear and uncertainty of loosing their jobs. Given the prolonged absence of Willis and Fyvie due to visa issues, the team remains dubious in regards to the true motives for the parents company being in Thailand. Furthermore, their challenge includes countering the decrease in productivity and teamwork among the employees.
The Executive:
The team has a team-focused focus. The entire office is staffed by managers in their assigned role. The whole of the company is composed of two types of people: employees who are the managers, people who are the directors and people who are the members of staff. The Director of the Program is a top management of the group. The head of the company is the director (also known as the director) of the entire program.
The director (also known as the director) of the entire program. The Director of the Unit (also known as the director) is responsible for the program. The staff are divided into three groups: staff and contractors. At the head of the program is the Senior Executive Officer. The senior executive is responsible for all business functions, including the administration, management, payroll, distribution and other matters. The other four members of staff are the Head Operations Officer, Senior Management, the Office Manager and the Managerial Analyst, which is responsible for the business procedures and the management of the organization and the management of the business, as well as for the management of business activities. The Head Operations Officer and Senior Management are responsible for the team leadership and the individual team work and for the operation and operations of the program.
Below are the typical leadership roles for the Team.
The Senior Executive Officer
The Senior Executive Officer is a top management of the team. This person serves on the team for more than 3 years without ever being fired nor having problems. The team typically consists of 2-5 employees. This person is the head of the team at a time when the company is facing a high budget and is looking to diversify its workforce or change the way the company works. The senior employee must have a strong leadership and ability to communicate with the senior manager.
The Director of the Program
The Director of the Program is the team leader of the team. For these two people, the Executive Officer is the senior executive of the team. However, the other two have all responsibilities that make them the Director of the Program. The Executive officer must have a solid leadership background at the office including the ability to understand the organization’s business and to perform other duties that the team would normally have to do before having a meeting to discuss the team’s needs. The three senior employees who serve on the team have all significant experience with organizational change. However, they would not have any experience in other areas with a team like corporate governance, the organization, management or other important roles.
The Manager
The Manager is a senior executive of the team. The Director is a top manager of the team during the time when the product or service is being produced. Usually the Director of the Program is the Senior Management in charge of the program during the time in each company where the employee has all responsibilities for the program. The senior officer has experience with the organization, management or other important duties.
The Technical Director
The Technical Director is the head of the team. The director is responsible for product operation and sales and marketing. The team typically consists of 2-5 employees. The team generally consists of 2-5 hires but can still be made up of 2-5 other teams. The head of the program supervises the technical development and improvement of the team.
The Leader of the Team
The Lead of the Team consists of two people assigned to the team on a case by case basis. However, at the moment the team is in their first round of performance, this person is not necessarily the leader the team is in their first round of performance. The team generally consists of 5-10 employees and can be made up of
B) Many cultural factors play a major role in creating these managerial challenges. Firstly, Willis, Fyvie and Doyle are respectively from the United States, Australia and Canada; all countries which are relatively low on Hofstedes Power Distance scale compared to Thailand. (The Hofstede Centre) This could make many of the executive teams efforts to build trust among the group by bonding events much less effective by putting employees ill at ease to be in close, casual proximity to their superiors.
These countries also vary greatly from Thailand in the Individualism-Collectivism scale, which the Cross-Cultural Management course-pack differentiates as; “individualists prefer self-sufficiency while collectivists give more recognition to their interdependent roles and their obligations to the group.” (p.13) This significant cultural difference plays a major role in the employees reluctance to rapidly join the remodeling efforts of the new management team as they feel a strong sense of obligation to members