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Organizations today are becoming increasingly global, and what is considered ethical business practice often varies from country to country. Balancing relationships across geographic borders requires sensitivity and understanding. This has become evident in recent years through global trade wars and disagreements on how countries are managing COVID-19.
For this week's discussion, assume you are an HR Business Consultant for a global meat-processing company. The company has two processing plant locations in the United States and distributes its meat to China.
U.S. factory output has slowed dramatically because of COVID-19 outbreaks. China representatives are upset with the supply shortage. U.S. representatives are angry because COVID-19 originated in China. Management is concerned over the breakdown in the global relationships within the company. You have been asked to lead a taskforce to alleviate tension and turn focus back to the global strategic plan, which has a heavy emphasis on production.
-Share what you feel are superficial causes and root causes of anger in this situation. -Explain how you would go about selecting representation from both the United States and China. -In this situation, what are cultural issues from both the United States and China that you need to be aware of? -What would be your initial focus (e.g., easing tensions or focusing on the strategic plan)? Why?
In what ways does this case study demonstrate an ethical conflict of interest? Explain.
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What are the critical knowledge, skills, and abilities (KSAs) of that position?Will you select, train, or both for these KSAs?How will you ensure your selected successor does not leave the firm?What succession planning process will you use?
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