Johannes Van Den Case

Order Description

Write an 8 page duouble space paper APA format with 4 references. Case 2 – Johannes Van Den Bosch Sends an Email
When responding to the following questions, please use the cultural dimensions to explain your responses. Also, when appropriate, incorporate relevant text information such as the MBI model.
Reference should include:
MBI model(mapping Bridging Intergrating)
International Management Behavior 6th edition author Henery W. Lane

In all cases, the questions are intended to guide your analysis as a “consultant” to the decision maker.  As such, consider both the cultural and the business issues. 8 pages

Case 2 – Johannes Van Den Bosch Sends an Email
When responding to the following questions, please use the cultural dimensions to explain your responses.  Also, when appropriate, incorporate relevant text information such as the MBI model.

1.    From Van den Bosch’s point of view, what was his intention in sending the email?
2.    What was the effect of his editing the email to “stick to the facts”?
3.    How do you think Menendez will react to the email?  Why?

Paper guidelines for writer:

FORMAL CASE ANALYSIS FORMAT
Note:  The one of the objectives of these analyses is to ascertain your level of mastery in applying course materials to the case.  Hence, if all applicable course materials have been utilized, then outside sources are acceptable.

INTRODUCTION – Summary of Case Facts
This should be a brief one-paragraph description of the major events or facts presented in the case.   The introduction provides background for the problem statement.

PROBLEM STATEMENT
This statement should reflect the main decision facing the decision-maker.  It should attempt to distinguish between symptoms and causes.  The statement normally should not to exceed two sentences.  Remember, this is not a question but a statement of the problem.

ANALYSIS
This is the most critical component of the case analysis and the section that will carry the most weight in determining your grade.  Readings, handouts, frameworks and texts must be used to analyze (not merely describe) the critical issues in the case. These materials must be cited when used (see below for an example). This part of the paper serves as the foundation for alternatives and recommendations.  Criteria used in evaluation: depth, accuracy, and application of course materials to the case.  Case questions are provided to focus your attention of certain issues.  Responses should be integrated into the analysis (or recommendations if appropriate.)

ALTERNATIVE STRATEGIES
Possible alternative solutions (more than one) that address problem should be given. Alternatives should be based upon the analysis, and should be distinct from one another. Advantages and disadvantages of each alternative should be briefly discussed.

RECOMMENDATIONS
These (or this) must come from the list of alternatives and be based upon the analysis.  The recommendation(s) must be specific.  Explain your recommended strategy, why you selected that particular one and how it solves the problem.  Be sure that your recommendation is supported by the analysis.

Citations (do not cite case facts):

The purpose of analyzing cases is to apply course materials to a situation. The use of citations in your cases is to blatantly tell me that you are fulfilling this requirement.  It is OK to used additional materials (like information from the web, journal articles, popular press articles) as long as these are relevant to the case issues and are cited.  For class materials, citations can merely look like:  (Lane, et. Al. p. 35). Citation to the outside source should look like:  (Wherther, 2014, p, 15). Complete information for the outside citation should be provided in a reference section (e.g. Wherther, C. J.  2014.   International Management Issues, Cincinnati, Ohio:  South-Western).

CULTURAL FRAMEWORKS
HOFSTEDE’S 5 DIMENSIONS

POWER DISTANCE

(The degree to which power differentials within society and organizations are accepted.)

Large Power Distance societies are characterized by:

centralized authority
autocratic leadership
paternalistic management style
many hierarchical levels
large number of supervisory staff
acceptance that power has its privileges
an expectation of inequality and power differences

Small Power Distance societies are characterized by:

decentralized authority and decision making responsibility
consultative or participative management style
flat organizational structures
small proportion of supervisory staff
lack of acceptance and questioning of authority
rights consciousness
tendency toward egalitarianism