Sony Vietnam: Building Quality, Building Confidence
üYokota was a strong leader with a wide intellectual horizonüTeamwork-oriented approachüA good basis for the future was accomplishedüReorganisation and change management;Communication problems;Some senior managers and a part of staff showed reluctance to change;Staff?s sectionalism and lack of lateral thinking inhibited teamwork and communication;Achieving consensus had slowed down the decision-making process;Language barriers ? communication difficulties;Large distances ? geographical and cultural (Japan - Vietnam);Vietnamese staff?s attitude
üSystematic training and promotion of younger, more aggressive managersüSovinam has enough time to adapt itself to the new challenge of AFTAüMr. Chuong has enough experience to lead the company due to combined management;Characteristics of Japanese-style management and hierarchical Vietnamese management culture were in conflict;Requirement of Japanese language skills was jeopardized the efficient operation of Sovinam
VII.4.MAJOR PROBLEMS AND MAJOR OPPORTUNITIES
?Cultural clashes caused conflicts and frustrations.
?Language barriers and communication problems between Japanese and Vietnamese managers.
?Teamwork and communication were inhibited due to the Vietnamese staff?s sectionalism and lack of lateral thinking.
?Reluctance to change
?Systematic training and promotion of Vietnamese staff
?Mr. Chuong?s experience would enable him to take over Yokota?s position
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