Culture Quiz
culture quizQuiz
1-George Tailor works as a supervisor for an engineering company in Riyadh, Saudi Arabia. In the UK he had a reputation for speaking his mind and by doing so getting the best out of his staff. At the current project in Riyadh he supervises 12 British staff and nearly 50 Saudi staff. After a few months George has become increasingly frustrated by what he sees a less than effective Saudi team. Their lack of competence and slow work pace is worrying George. What should he do to try and bring the Saudi staff back into line?
Publicly reprimand a few of the Saudi staff to ensure the message gets across to them all. By doing so he will also establish who is boss.
Pick one member of the Saudi staff to explain his worries to. This staff member will then be used to relay George's opinions to the rest.
Speak to as many members of staff individually or in small groups, explaining his viewpoint and encouraging them to better their work practice and enthusiasm.
Report them to his manager, a Saudi national, and let him deal with them
Bob de Jonge and his Thai associate, Chaiwat Soonvichai, are walking into a meeting in Bangkok. Chaiwat asks Bob casually, "Do you have the latest marketing portfolio with you?" Bob stops in his tracks and slaps his forehead. "Why on earth didn't you ask me that earlier? Now there's no time to go back and get it". The two continue on and conduct a successful meeting yet a month later Chaiwat leaves the company. What went wrong?
Chaiwat saw the slapping of the forehead as an insult to his intellect.
Chaiwat felt a great loss of face through Bob's reaction and felt compelled to leave the company.
Bob should have apologised to Chaiwat after the meeting as the missing portfolio had no negative effect.
Bob's reaction was seen as hot-headed and Chaiwat construed that as a bad sign in terms of an employer
Jane and Diana had been working together as teachers in Istanbul, Turkey. It was coming up to the end of their
1-George Tailor works as a supervisor for an engineering company in Riyadh, Saudi Arabia. In the UK he had a reputation for speaking his mind and by doing so getting the best out of his staff. At the current project in Riyadh he supervises 12 British staff and nearly 50 Saudi staff. After a few months George has become increasingly frustrated by what he sees a less than effective Saudi team. Their lack of competence and slow work pace is worrying George. What should he do to try and bring the Saudi staff back into line?
Publicly reprimand a few of the Saudi staff to ensure the message gets across to them all. By doing so he will also establish who is boss.
Pick one member of the Saudi staff to explain his worries to. This staff member will then be used to relay George's opinions to the rest.
Speak to as many members of staff individually or in small groups, explaining his viewpoint and encouraging them to better their work practice and enthusiasm.
Report them to his manager, a Saudi national, and let him deal with them
Bob de Jonge and his Thai associate, Chaiwat Soonvichai, are walking into a meeting in Bangkok. Chaiwat asks Bob casually, "Do you have the latest marketing portfolio with you?" Bob stops in his tracks and slaps his forehead. "Why on earth didn't you ask me that earlier? Now there's no time to go back and get it". The two continue on and conduct a successful meeting yet a month later Chaiwat leaves the company. What went wrong?
Chaiwat saw the slapping of the forehead as an insult to his intellect.
Chaiwat felt a great loss of face through Bob's reaction and felt compelled to leave the company.
Bob should have apologised to Chaiwat after the meeting as the missing portfolio had no negative effect.
Bob's reaction was seen as hot-headed and Chaiwat construed that as a bad sign in terms of an employer
Jane and Diana had been working together as teachers in Istanbul, Turkey. It was coming up to the end of their