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Case Study I

1.    In your opinion, what actions taken by Ostertag stood the most chance of changing General Semiconductor’s culture?
He should have replaced the members of the company’s senior management team. It was the Internal Forces that Ostertag had to aim at changing for the company to survive. This way he could start from scratch, introduce the new workers to the company and provide them with the information that specifically told and taught them what to do from the start. This approach would be most effective rather than his attempt to change the workers who already worked in these positions. These former employees are used to the old culture styles of the company, and Ostertag had ideas for different skills and knowledge required for different cultures.

2.    Do you think requiring everyone in a multinational firm to carry around a card with the firm’s core values on it can change a company’s culture? Why or why not?
This was a good idea because it provided good, easy information to the workers, however it was ineffective because of the lack of motivation it gave the workers. Rather than striving to improve their working culture through their actions, they simply had a card in their hands in which they were only entitled to memorize rather than physically show. Not only was this a bad decision, but it was chosen through “Group Decision Making.” Yes group decision-making has its advantages, however in this case, Ostertags intentions were to eliminate senior employees, and this could possibly be influencing the group’s decisions towards changing the culture. A flashcard is an easy change for the company’s employees, why would they want to make a huge change impacting their current working styles, when they can simply memorize a flashcard.

3.    In your opinion, is Ostertag managing the cross-cultural operations effectively in the process of trying to change the firm’s culture? Explain.
His decision was for the best of the company, if he understood the advantages and disadvantages of the group. It seems he approached this in the wrong way, as I understand, there is a rational decision making model consisting of particular steps that must be followed for success. Ostertag identified the problem, developed key objectives, generated alternatives, however he did not analyze these alternatives nor did he select the best solution. We understand this because his changes did not occur quickly enough and was forced out from a hostile takeover.

4.    Did Ostertag appear to have a global mind-set? Why or why not?
He did not have a global mind set in this situation, at least it did not seem like he did. He was more focused on changing the core of the company, he thought of replacing the senior management team, who are individuals in which have been working for the company for a long period of time I can imagine. These employees could response as defenders, they think they understand the company’s styles and are the most unwilling to change, that is, if Ostertag had chosen to actually make the change in the culture of the company, therefore these are the first he should have discussed with.