Case Study: Ellen Moore (A): living and working in Korea Summary In 1990‚ Joint Venture Inc. (JVI) was formed as a joint venture between a Korean company‚ Korean Conglomerate Inc. (KCI)and a North American company‚ Western Systems Inc. (WSI) to implement the recommended systems into over 100 local offices in 7-10 years. The project was to begin in June 1995‚ and Ellen Moore‚ a Systems Consulting Group consultant‚ was sent to Korea as a qualified project management representative in order to
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1.0 Introduction The Ellen Moore case discusses the issues in applying Western management styles in a much different society; that of Korea. At issue is whether Ellen was to blame for the failures of the team to meet its performance goals and what were the other factors involved. 2.0 Background Ellen Moore was a Senior Consultant for Systems Consulting Group (SCG) which was part of a company known as Western Systems Inc (WSI). In 1990‚ WSI formed a Korean joint venture with Korean Conglomerate
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Ellen Moore trata de gestionar un proyecto de consultoría en Corea del Sur. Ella es una experimentada‚ pero algo ingenua‚ gerente internacional que hace serios intentos de encajar en una cultura diferente. Sin embargo ella parece haber encontrado un problema en Corea y no está claro lo que le está saliendo mal y por qué. just a case of interpreting others actions‚ it is also a case on creating the situations through interactions among the Koreans and the North Americans over time. It is easy
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Conflicts Analysis The troubled situation of JVC can be attributed to the major conflict between Ellen and Jack‚ causing another aggravating conflict occurred consequently. a. The major conflict was between Ellen Moore and Jack Kim‚ with the following symptoms: - They had controversial issues "during the first few weeks because they were clearly stepping upon each other’s territory". Ellen understood that she was the co-project manager with Jack‚ but Jack believed that he was the sole project
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Notes: - Ellen Moore- systems consulting group consultant. - Andrew Kilpatrick – senior consultant on a joint North American company and Korean consulting project. - Problems: - Korean kteam very reluctant to setup meetings. Page 2‚ 4th para‚ Andrew on the other side generally meets the client mgmt prior to preparing the proposal. - Meetings didn’t turn out fruitful at all. They were talking the same thing every time. - She had never worked in korea before‚ docs on korea not entirely
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The Shifting Location Decisions of Korean Outward FDI Jungmin Kim* Ph.D. Candidate International Business and Strategy College of Business Administration Seoul National University jungmin2@snu.ac.kr Dong Kee Rhee Professor International Business and Strategy College of Business Administration Seoul National University rheedong@snu.ac.kr September 1‚ 2008 * Correspondence to: Jungmin Kim‚ Room.309‚ College of Business Administration‚ Seoul National University‚ 599 Gwanak-ro‚ Gwanak-gu‚ Seoul
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Ellen Moore has been assigned to a project in South Korea. The project is a joint venture (JVI) between Western Systems Inc. (WSI)‚ a North American company and Korean Conglomerate Inc. (KCI)‚ a Korean company. Ellen was chosen to run the project on behalf of Andrew Kilpatrick‚ who is part of the System Consulting group at WSI. Andrew was to manage the project on a part time basis from North America. He chose Ellen to lead project on site as a result of her strengths in project management.
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|Ellen Moore (A): Living and Working in Korea | |INBS 520 – Managing Global Workforce | | | |Ellen Moore‚ a co-senior consultant‚ is assigned to work in Korea and lead a project | |with her Korean counterpart Jack. Being a woman and having no experience with the | |Korean culture puts her at an early disadvantage which
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Ellen Moore. Living and working in Korea The case of Ellen Moore is very interesting and diverse‚ because it shows different reasons why problems can occur in a project management and teamwork and highlights how cultural differences can affect the work in a very negative way. There are several reasons why the project has run into problems. Some of these could have been foreseen but some not. The main problem is that there were wrong decisions made when creating the team and also some risks
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social events. 2. Ellen and Jack were both initially appointed as the co-manager to the SI project‚ however‚ from the organizational structure perspective‚ the power was not equally distributed between the two participants: Jack clearly had much more commanding authority than Ellen. With Andrew involved in a distance manner and absented from daily management‚ and the other manager in the above hierarchy such as Mr. Park was only directly connected with Jack instead of Ellen‚ all of those factors
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