Sunday, April 7, 2019
New Enterprise Group Essay Example for Free
New first step Group EssayBob subgenus subgenus subgenus Chen came from the oriental culture. He was born in Hong Kong. He came to Canada to study and was eventually given the opportunity to work in one and only(a) of the largest public accounting firms in Canada, James-Williams. As most oriental persons, he was equable and soft-spoken. He was non a candid person. He does not readily utter his exact opinions around a situation or a person. This courteous behavior of his had in like manner apparently concealed most of his views about life story and work. David Shorter, though not indicated in the case study, possesses the characteristics of a person hailed from or has a great grasp of the Canadian or Western culture.Being the Practice Manager of the New Enterprise Group at James-Williams for the chivalric four years, he had undoubtedly been successful in handling many Canadian constituents under his management. Chen and Shorter had different approaches to management. Sho rter believed that for an employee like Chen who has great potential, he has to take things step by step. Chen had convey his desire to be a measure consultant and thus would like to receive tasks heading toward that direction. Shorter, however, explained that he assuage needs to do another year of auditing work to demand him a more impressive value consultant.He in like manner wanted to take advantage of Chens oriental downplay and would like to use him as linkage to attract Hong Kong clients. Aside from the shortage of senior auditors for that year, a acheer auditing perplex would help him better understand business problems which would be essential to his desired specialization. Chen, however, was insistent with his career plans. Shorter attempted a compromise by offering him an all-expense-paid tax training program as long as he agrees to spend another year in auditing. Chen rejected the offer and still pushed to be assigned to a tax partner.Shorter finally gave in an d assigned Chen to Joe Silverman but Chen has to do virtually auditing still during his stolon year with Silverman. Chen, unlike Shorter, was not convinced in taking his career step-by-step. He thought another year of auditing work would only delay him from his desire to be a tax consultant. He was not agreeable to Shorters statement that to be an effective tax consultant, he would need to have ample experience as a senior auditor. He, however, had understood Shorters visions of attracting Hong Kong clients to the New Enterprise Group.Being able to speak in Chinese and familiar with their culture, he would be able to win their believe easily. But this, unfortunately, was not what he had planned to do in his career. Chens performance after his meeting with Shorter was not real(prenominal) satisfactory. It was an act of professional dis readiness not to express directly if he had accepted or rejected the audit task for Softdisk Computer Company. Personality-wise, he whitethorn b e known not to be real vocal with his opinions or feelings. But professionally, this is very detrimental. Softdisk is one of the important clients of the New Enterprise Group.Important clients should be handled with much care as their trust and office to the accounting firm is what retains them as clients. Mike Mcleod who brought up the auditing project went through the proper take to determine the senior auditor who was available and capable of doing the pipeline. Chen was the only one available in September and October. According to Silverman, in that respect were no tax work lined up for him yet and the job Mcleod was offering would also touch on some tax issues which would be a frank experience for him.Chen had not been explicit in expressing his fluctuation with the project. He nevertheless attended the physical gillyflower conducted by the client. This risked the relationship with the client even more. Softdisk had Chinese origins and upon finding out that Chen would be auditing for them, they were very pleased. Once Chen withdraws from this project and declares that he did not want to do the audit in the first place, the New Enterprise Group will be move in a bad light. Worse, Softdisk may withdraw themselves as a regular client.Shorter, who was also responsible in attracting and maintaining clients, would not find this very acceptable. He would give a failing evaluation to Chen for his professionalism. One of the factors to this evaluation would be his hesitation to the project which had no supporting grounds. First of all, as per task scheduling, he was available during the auditing period for Softdisk. He had also agreed to still perform auditing tasks though he had been assigned already to a tax partner. Other factors would be his being quiet with his hesitations and showing up to the client despite his uncertainties.Losing Softdisk as a client would be a big blow to Shorter and to the New Enterprise Group. The bad image may also eventua lly reflect to James-Williams as a company which was regarded as one of the most regard accounting firms in Canada. Chens behavior and the misunderstanding that transpired between him and his colleagues may also be reflective of a cross-cultural conflict. Individuals with oriental upbringing like Chen are not straightforward people like most Canadians or Westerners. They usually choose to be quiet out of courtesy or being polite to the other party.Being in a foreign land also makes them sensitive to racial discrimination issues. It is possible that Chen may have also perceived Shorters recommendation to take one more year in auditing as an underestimation of his capability to touch on forward as a tax consultant, reason enough for him to be insistent to be placed in a tax assignment. Chens colleagues who may not have understood how Oriental people do and perceive things may have taken this behavior against Chen. They may have also overlooked other factors while pushing Chen to tak e the project.For example, Chen may be by nature a very serious worker that when he accepts a particular project, he does not accept any project unless he is sure that he can finish it to its end and with good quality at that. Chen mentioned that he was currently working with the audit for a film company. This was, tally to him, the reason for his hesitation with Softdisk as he did not want to leave his current project bare or to jeopardize it. And because he was not so vocal about his opinions and feelings, his colleagues had interpreted this as a deliberate rejection to projects and being very picky about them.Understanding the working styles, career perceptions, cultural norms and behaviors is a major challenge for managers who have subordinates coming from different cultural origins. There may already be barriers primarily in communication. Interaction may be difficult between a native of the inelegant and a foreigner who educated himself to understand and speak the native lan guage. Meanings may be different and may become the usual cause of misinterpretation or misunderstanding between colleagues. It is also unavoidable for some foreigners to manifest their own culture and beliefs when they communicate or work with others.There are some cultures which everlastingly exhibit themselves as dominant and aggressive. Some are quiet and not very vocal about their opinions and feelings like Chen. Others also appear very defensive when in front of individuals from other cultures especially there had been a history of discrimination against them. Because of some inherent beliefs, culture also affects ones confidence in decisions made by the company. The subordinate may register agreement or display quiet hesitation to the decision. Without proper communication channels, opinion differences may lead to loss of confidence to the company or interest to work.For these cultural differences that may eventually evolve to office conflict, managers have to be very metri c when communicating, giving out statements and mandating decisions to their subordinates. Statements and decisions should be seen as based from actual facts, from democratic discussions and not from subjective, biased ideas. It is also recommended for managers to learn something about the cultural backgrounds of their subordinates. A manager should always be a step up of his subordinates. He should be aware of their thinking processes, goals and working styles.With this knowledge, he can also implement grant techniques to motivate them and to criticize them when necessary. Not everybody in the company may perceive a colleague from a different cultural background as an equal. It is then the responsibility of the manager to mandate cultural comparability in the office. He may create policies like for any display of cultural discrimination would meanspirited an evaluation of unprofessionalism. Proper communication is a very crucial factor in resolving cross-cultural conflict.Profe ssionally, managers and subordinates may adjust with each other so they can together meet certain goals. As in the case of Chen and his colleagues, misunderstanding may have been avoided if the communication lines had remained open. Chen would have vocalized his indisposition to the Softdisk project before it came to the point of putting the relationship with the client at risk. Mcleod and Silverman would have been able to make some adjustments as well in due time. Similarly, Chen would have retained his professional tallness in the company and not find himself unworthy in his position in the New Enterprise Group.