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CROSS CULTURAL COMMUNICATIONS CASE STUDY
The Missouri Computational Company
MCC, founded in 1952, is a very successful American company. It develops, produces, and sells medium- and large-size computers. The company currently operates as a multinational corporation in North and South America, Europe, Southeast Asia, Australia, and the Middle East. Sales activities are regionally structured. The factories are in St. Louis and Newark (NJ); the most important research activities take place in St. Louis.
Production, R & D, personnel and finance are coordinated at the American head office. Business units handle the regional sales responsibilities. This decentralized structure does have to observe certain centralized limitations regarding logs, letter types, types of products, and financial criteria. Standardization of labor conditions, function classification, and personnel planning is coordinated centrally, whereas hiring is done by the regional branches. Each regional branch has its own personnel and finance departments. The management meets every two weeks, and this week is focusing on globalization issues.
Internationalization
Mr. Johnson paid extra attention in the management meeting. As vice-president of human resources worldwide he could be facing serious problems. Management recognizes that the spirit of globalization is becoming more active every day. Not only do the clients have more international demands, but production facilities need to be set up in more and more countries.
This morning a new logo was introduced to symbolize the worldwide image of the company. The next item on the agenda was a worldwide marketing plan.
Mr. Smith, the CEO, saw a chance to bring forward what his MBA taught him to be universally applicable management tools. In addition to global images and marketing, he saw global production, finance, and human-resources management as supporting the international breakthrough.
Johnson’s hair started to rise as he listened
The Missouri Computational Company
MCC, founded in 1952, is a very successful American company. It develops, produces, and sells medium- and large-size computers. The company currently operates as a multinational corporation in North and South America, Europe, Southeast Asia, Australia, and the Middle East. Sales activities are regionally structured. The factories are in St. Louis and Newark (NJ); the most important research activities take place in St. Louis.
Production, R & D, personnel and finance are coordinated at the American head office. Business units handle the regional sales responsibilities. This decentralized structure does have to observe certain centralized limitations regarding logs, letter types, types of products, and financial criteria. Standardization of labor conditions, function classification, and personnel planning is coordinated centrally, whereas hiring is done by the regional branches. Each regional branch has its own personnel and finance departments. The management meets every two weeks, and this week is focusing on globalization issues.
Internationalization
Mr. Johnson paid extra attention in the management meeting. As vice-president of human resources worldwide he could be facing serious problems. Management recognizes that the spirit of globalization is becoming more active every day. Not only do the clients have more international demands, but production facilities need to be set up in more and more countries.
This morning a new logo was introduced to symbolize the worldwide image of the company. The next item on the agenda was a worldwide marketing plan.
Mr. Smith, the CEO, saw a chance to bring forward what his MBA taught him to be universally applicable management tools. In addition to global images and marketing, he saw global production, finance, and human-resources management as supporting the international breakthrough.
Johnson’s hair started to rise as he listened