Management and Lego Media Int Essay

MATSUSHITA ELECTRIC1. Describe the establishmental burnish at Matsushita Electric Company (MEC). In what ways has it historically been groundbreaking? view as examples (at least two).2. a) Describe MECs journey into internationalization.b) Where would you classify them now in wrong of their phase of intl development?c) And how would you classify their managerial outlook (parochial? Ethnocentric? Geocentric?)?Give historical examples (& contrast w/r/t the companys tenets of globalization) to support your answers (to each of a,b,c above).3. As of the after-hours 1990s (post KMs death), how well has bodied charge succeeded in propagating KMs approach to innovation beyond the Japanese culture? Give specific examples of successes and/or altercates.Q4. What is needed to improve cross-cultural management within MEC?CASE TWOLEGOWhat are LEGOs values and corporate identity? How did these develop over time (prior to LEGO Media Intl)?How did Legos organizational structures & policies gr ant intl alignment AND explicitly reflect the companys feeling in equifinality?How did LEGO actively reduce barriers to communication? Give examples of some of their inside communication practices & indicate which communication barriers these practices helped to reduce.Describe the organizational culture UK Lego (Lego media Intl). What is the narrate that it, too, believed in equifinality? When you compare it to the corporate LEGO identity, would you say that this (UK Lego culture) is an example of Corporate (Danish) LEGOs cultural dominance? heathen avoidance? Cultural accommodation? Cultural Compromise? Or Cultural Synergy? Explain why it represents the haoma of c/c conflict resolution that youve said it does.CSE THREENOVO NORDISKWhat problems/challenges did NN brass prior to facilitation?Describe how the facilitating team was created (nature of its diversity/homogeneity, and how people were selected into it). Was this consistent with the trump practices for creation of m ulticultural teams? Explain.What was/were the objective(s) of the facilitation endeavour? Was it a routine or innovative task?Describe the process by which the NN facilitation team managed cultural differences _(BETWEEN THE MEMBERS OF THE team AND THE UNIT/PROCESS GROUP THEY WERE FACILITATING)_ . Give specific examples to illustrate their methods of differentiation, integration, and their put on of external feedback.Whats the evidence that the facilitation team succeeded? Explain in terms of both task outcomes (alignment to corporate goals) & social outcomes (emergent states of mutual trust, collective identity, and authorization in the facilitating teams ability to achieve its task).Can C/C Management via the NN style of facilitation be a way of accomplishing alignment in other (non-Danish) MNCs? Why/why not?CASE quadrupleSULZER INFRAWhat problems was Sulzer Infra facing prior to creating its new vision? Were these well-structured or ill-structured problems (Explain)? How did it come to recognize these as problems?What was the new Vision about? & What challenge did it present?How did the Vision/Strategy 2002 program & Sulzer Infra Academy station about trying to meet those objectives? Specifically, (a) who was involved ? (b) what were the 4 major elements of intimacy acquisition that were intended? And (c) What was the main focus of each of the 3 eld?What was the intended function of the arts component of the program? What were the intended functions of theP-teams & the Know-How rout? In what ways were they meant to cooperate?Throughout the program, what helped to bridge c/c differences and which c/c issues remained a challenge?From the perspectives of the UK & Dutch offices, to what extent were knowledge management objectives (e.g., dissemination & utilization goals) achieved by the program? Based on these views, how could Sulzer Infra deplete improved their program?CASE FIVEpurifying AN IMAGEWhat responsibilities do organizations have to customers who rely on a subscriber line of products, one of which has exhibited a fatal, but potentially solvable, defect?Did Baxter accept righteousness for the deaths too quickly?How personally responsible is a CEO for a localized product-liability issue?Was Baxter ethically obligated to close Romney Plant?Could Baxter have ethically attempted to shift blame for the dialyzer defects to 3M or to the organization that owned the Romney Plant a few months before the crisis?What ethical certificate of indebtedness did Baxter owe to the employees at the Romney Plant that it closed in the wake of the dialysis machine crisis?