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Problem Solution: Riordan - Essay Example

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Running head: PROBLEM SOLUTION: RIORDAN Problem Solution: Riordan Your Name Goes Here University of Phoenix Problem Solution: Riordan Riordan has successfully bought a new facility in Guangzhou to complement production in its current site, as business improves, and in order to grow the business moving forward…
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Download file to see previous pages The issue is how best to deal with such cross-cultural issues, and what the opportunities are for Riordan in terms of the best way to set up a workforce that manages its multicultural workforce in the most excellent and effective way possible (Guthrie, 2012; Yang et al., 2009; Tan & Snell, 2002; Dunfee & Warren, 2001; Chua et al., 2008; Richter, 1994; McCabe et al., 1993) . Situation Analysis Issue and Opportunity Identification The Hangzhou operations had met with some level of success, to a level where Riordan had come to the realization that there is business merit in expansion. The expansion has proceeded in the form of a new plant, and it was found feasible to acquire an existing plant likewise in Hangzhou, and to convert the plant and make it ready operationally to complement the initial facility and start producing for Riordan. While the facility and the issues and difficulties relating to putting the facility up and running to the exact specifications and needs of the firm, there is a problem with regard to sourcing skilled labor for the new plant. This is owing to the intensified competition for talent in the province, a proxy for the success of Riordan's line of business and the success likewise of competitors to Riordan who are also in the province with their own facilities, attracting and keeping their own share of the talent pool. There is an opportunity, as outlined in the case, to hire talent that are non-Chinese, and this talent pool is a cultural mix bag, with potential workers coming from a diverse nationality pool, including Koreans, Pakistanis, Americans, Indians and the local Chinese. Top management itself is composed of westerners and a plant manager who is Chinese, steeped in the local culture, has a wide net of contacts in the province, and has under his belt a long work experience in the industry. The issue is that the plant needs workers, and because of the shortage of skilled labor it is inevitable that the company will have to employ workers from this varied mix of talent, nationality and cultural wise. The opportunity is in making this diverse talent pool work together so that Riordan realizes its expansion and production goals, and continues to succeed. This requires being able to navigate through the potential cross cultural management issues and problems that may arise, and that may impede production and Riordan's business goals (Guthrie, 2012; Yang et al., 2009; Tan & Snell, 2002; Dunfee & Warren, 2001; Chua et al., 2008; Richter, 1994; McCabe et al., 1993) . Stakeholder Perspectives/Ethical Dilemmas On a macro level there are five sets of stakeholders. One set of stakeholders is made up of management. The second set of stakeholders is made up of the workers. A third set of stakeholders is made up of suppliers. The fourth set of stakeholders is made up of the end-consumers. The fifth set of stakeholders is made up of the members of the surrounding community, the province and the government. Within these sets of stakeholders one can go several layers down and come up with more finely grained definitions of stakeholders within those particular groups. Management, for instance, can be thought of as being composed of several stakeholders, one of them being the duo of Dr. Riordan and Charles Williamson making up the top management, and the duo of Robert Lord and Lu Chen making up country or province management. Worker stakeholders can be split into a number of ...Download file to see next pagesRead More
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