400–600 words with maybe two or three references. Below is the discussion scenario followed by questions that needs to be addressed at the very bottom. It starts with, “The list you gave Shawn to help him develop goals is as follows…”
the board was a success. You and he both believe that the overview he gave to this
The presentation that Shawn made toleadership group helped them see the challenges associated with the effective management of global human capital and the value of recognizing human capital as the most important asset that a company can have. John and the board gave every indication that they understand the urgency in moving ahead to align key global human capital goals with those established for the global organization. In fact, they asked you to move ahead with the development of these goals and to return next week to initiate goal alignment.
“I’m relieved that my presentation went so well,” says Shawn. “I was braced for resistance.”
“Yes, it’s a major milestone, you say. Now that we have buy-in from the top, we can move forward with developing global human capital goals for AGC. It’s exciting!”
“Indeed it is,” he says. “I want to get this next step started as soon as possible.”
“Yes, developing goals will take time and lots of thought,” you say. “I recommend that you begin by evaluating the existing organizational cultures and leadership styles at AGC. They look to be very diverse.”
“That makes sense,” says Shawn. “Because the company has several global subsidiaries with significant cultural differences, this evaluation will be challenging.”
“Well, as I always say, as goes the leadership style, so goes the organizational culture. Keep that in mind as you work through this diagnostic process,” you say. “It will be foundational for the work that follows.”
“We should make time to discuss our combined knowledge and experience with managers who have diverse leadership styles and the organizational cultures that we’ve seen them create,” he says.
“AGC would benefit from an organizational culture that is more proactive and competitive,” you say. “One that focuses on the most important asset of any organization—the human assets—could turn this company around.”
“When you get back to your office,” you say as you hand him a piece of paper, “take a look at this list that I jotted down during your presentation. I think it will help you with developing goals.”
“This is great,” he says. “Thanks.”
The list you gave Shawn to help him develop goals is as follows:
- Define and evaluate the problem with the current organizational cultures at AGC.
- What components of the organizational culture should change, and why?
- What impact do the leadership styles have on the present organizational cultures at AGC?
- Describe problems that exist when a parent organization fails to acknowledge cultural differences at its other global locations.
- What challenges does AGC presently face in regard to its past lack of focus on cultural differences?
- What solutions can Shawn implement to correct these problems?