Two Sides to Every Story

Four years ago, Pressman Company, a U.S.-based firm, entered into

a joint venture with a Polish firm to manufacture a variety of plumbing supplies, both for the internal
Polish market and for export to neighboring countries. Last week Pressman received the resignation
of Jonathan Smith, an expatriate from the home office who nine months ago, was appointed general
manager of the Polish subsidiary for a four-year term. In the previous 39 months, two other
expatriates’ general managers had also decided to call it quits long before them foreign assignments
expired. In addition, 13 of the 28 U.S. technicians sent to work in the Polish facility returned home
early. George Stevens, a senior vice president in corporate headquarters, estimates that these
expatriates’ resignations and early returns have cost the company at least $4 million in direct
expenses and probably three times as much in lost production and delayed schedules. When he
heard rumors of widespread discontent in the work-force and a threatened strike, Stevens decided
to travel to the Polish facility to find out what was happening.

In the course of interviewing five local supervisors and 10 workers with the help of a translator, he
repeatedly heard three complaints: first, the American managers and technicians thought they
“knew it all” and treated their Polish counterparts with contempt; second, the American employees
had unrealistic expectations of what could be accomplished within the stipulated deadlines
established at corporate headquarters; and third, American employees were making three times
more money than their Polish counterparts and enjoyed looking down their noses at locals by driving
fancy cars, living in expensive homes, and hiring an army of maids and helpers.

When he arrived back in the States, Stevens also interviewed Jonathan Smith and five of the
technicians who returned early. Some common reasons for their early resignations emerged from
these interviews. First, they described their Polish colleagues as “lazy” and “just doing the minimum
to get by while keeping a close eye on the clock for breaks, lunches, and go-home time.” Pushing
them to work harder only provoked anger. Second, they indicated that the Polish workers and
managers had a sense of entitlement with little intrinsic motivation and initiative. Third, they
complained of loneliness and their inability to communicate in Polish. Finally, most reported that
their spouses and children were homesick and longing to return to the States after the first month or
so. As he sits in his office, George Stevens is staring blankly out the window, trying to decide what to
do.
Questions

1. What do you think are the underlying problems in the Polish subsidiary of Pressman Company?
Inability to accept culture differences, since it is a joint venture- there is no parent company.

The underlying problems which constitute the failures experienced at the Polish - subsidiary of
Pressman Company include lack of predeparture cross - cultural training, overemphasis on technical
qualifications I selecting the expatriates, family problems, and the way the expatriates were
compensated.

2. How would your account for the sharp differences in the perceptions of the Polish locals and
U.S. expatriates?

Differences in culture, norms, and values could account for the sharp differences in perceptions.

3. If you were hired as a consultant by Pressman Company, what steps would you recommend that
Stevens take?

*Counselling service, health and wellness of employee.

1. Stevens needs to carry out an in-depth examination of the present marketing techniques and mix
employed by the organization. An examination of the company's target markets, product offerings,
pricing strategies, promotion and advertising campaigns, and distribution routes should be included
in this research.

2. Using the findings of the analysis, Stevens should create a new marketing mix and set of strategies
that are more closely linked with the broader business goals of the organization.

3. Stevens should put into action the new marketing mix and initiatives, and then evaluate the
outcomes to see whether or not they are producing the results that were desired.

Step-by-step explanation

You would advise Stevens to take the following actions if Pressman Company hired you as a
consultant, and you would state your recommendations as follows:

1. Carry out an investigation of the present circumstances and acquire an unmistakable

comprehension of the issue.

2. Conceive of a strategy to deal with the issue that has been identified.

3. Put the plan into action and keep an eye on the results.

4. Make any necessary adjustments to the plan in light of the results.

(There are several actions that the students may recommend to Stevens, including (1) establishing a
selection process that emphasizes cultural sensitivity as a criterion, (2) exploring the possibility of
hiring foreign-born employees who can serve as "expatriates" in the future, and (3) developing
extensive training (the impression approach) for future expatriates.)
Team Exercise

Students form pairs. One student plays Stevens, the other an HRM consultant. Role-play the initial
meeting between these two, with Stevens explaining the problems at the Polish plant and the
consultant identifying the additional information that will be needed to get to the root of the
difficulties, and how this information might be collected.

Training for head of manufacturing in Paraguay with 2.2 Spanish

 Cultural orientation- language (formal, conversational, regional differences), professional

expectations such as interactions with high-level staff.
 Procedure revision- level of expertise
 Product knowledge, market knowledge,
 Life-there orientation- haggling,
 Onboarding - project alignment

10 people, 1 day, excel training course

 Class room, electricity, heating

 trainer
 Resources- desk, chair, stationary
 Refreshments
 Opportunity cost on production
 Time to organize the training

Training for

1. From a hands-on job in a car production factory to managing 10 people

2. No experience going to work in customer service for a network provider
a) Communication- language, building rapport with callers, tone, non-verbal cues, clear
and concise, collaboration
b) Personality- issues and behaviors, empathy, meaningful connections,
c) Problem solving-
d) Process control
e) Product knowledge