What should you do to prevent from escalating any further

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Reference no: EM133433932

Assignment:

V-Pharmel, headquartered in New Jersey, USA, is a top-ranked integrated, research based, global pharmaceutical and drugs company, producing a wide range of medicines, trusted by medical professionals and patients around the world. The company has manufacturing and distribution facilities in six countries, and its products are available in over 100 countries across the globe.

V-Pharmel values

At V-Pharmel, we are guided by our values in all our actions and dealings. It is our values that guide each one of us as we strive to achieve excellence and growth for V-Pharmel.

Act with integrity in all our actions

Treat our internal and external customers as we would like to be treated

Produce and offer products and services of the highest quality

Treat each other with respect

Transact all business keeping in mind the triple bottom-line - profits, planet and people

Make safety our first priority

Be a responsible corporate citizen

The case of the reluctant partier

Heidi has recently joined V-Pharmel in their Seoul, South Korea, office, after completing her MBA from a leading business school in Beijing, PRC. She is the only female member of Mr Park's six-person Product Development team. Every Monday morning, Mr Park invites the whole team to his office to discuss the previous week's accomplishments and any related issues, and plan for the forthcoming week. Park likes keeping these meetings informal, so he always starts with a joke, and invites team members to discuss their hobbies and activities. Not surprisingly, almost all meetings start with a long discussion of sport activity and, depending on the season, whatever games were played the previous week.

Heidi has no interest in sports and has been unable to participate in these discussions. She tried a couple of times to request Park to guide the meeting back to work, but he brushed her off with a 'get with the program, Heidi - watch some football!' Heidi has started to believe that Mr Park does not respect her, and that she is probably in his 'out-group.' She has missed the last two Monday meetings, but Park has not followed up with her, and has simply e-mailed her the weekly targets. When one of her colleagues approached her to ask why she had not attended the past few meetings or sent in her report, she noted, 'Mr Park does not like me, why should I care?'

If you were Heidi, what would you do to rectify this situation?
If you were Mr Park, what should you do to prevent this from escalating any further?
What is the responsibility of the HR department in such situations?

Reference no: EM133433932

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