What Are the Differences Betweern Rdcs in the Usa and Germany? How Are These Issues Managed and Resolved?
Essay by Viktoriia Borovskaia • April 27, 2016 • Case Study • 346 Words (2 Pages) • 1,226 Views
Essay Preview: What Are the Differences Betweern Rdcs in the Usa and Germany? How Are These Issues Managed and Resolved?
What are the differences betweern RDCs in the USA and Germany? How are these issues managed and resolved?
Germany | The USA |
Positioning | |
Headquater for the company → most of the formal communication occurred through it | More independent compared to others due to its responsibility fir North American Marketing + the experience of several years; more open communication with employees; customization work |
Problems | |
Different in time zones of the variose RDCs; division into “Centers of Competence” → difficulties in determing who was supervisor; solutions did not help as there was no time to emplement them; complications: some RDCs reported directly to independent companies instead of business divisions → some conflicts has to be settled at the corporate management board level | Strongly defined projects teams for each release of the product Too much independence → making decisions without consulting Munich → huge gap between centers |
Solutions | |
“Common understanding” approach: CoC Heads met senior project management to talk about the issues at hand; “Development Board” – meeting of all involved project managers | 2-3 “strong” projects leaders → to find a decline in quality, increase duplication of efforts and difficulty in motivating individuals to troubleshoot problems with older product releases “There is not much about Selicon Valey that will be familiar to Continental executives accustomed to gilded traditions of hierarchy, protected markets and sacrosanct summer vacations” (p 416) Boca Raton example |
- Inside Boca Raton: offices with open doors – contrast to Munich
Forbes Leadership, OCT 7, 2013
“New Managers: 4 Reasons You Need An 'Open Door' Policy”
To have an open-door policy means to demonstrate to others your accessibility as a manager, to encourage an open flow of communication, to gain fast access to important or just happening situations or information and to maintain closer working relationships with employees.
- they had been to various degrees Americanized and acclimated to an informal environment of golf shirts and Docker jeans
- no uniform, freedom in every aspect of work
- with personnel turnover averaging around thirteen percent per year, newcomers could find plenty of experienced employees for help with, what Boca Raton manager Kevin termed, "bewildering tasks such as figuring out whom in the Siemens Munich telephone book to call"
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