商品敘述：

In April 2010, the chief executive officer (CEO) of Steelworks, a Singapore-based metals company recently acquired by an Indian conglomerate, embarked on a plan to realign the organization''s structure and processes across its subsidiaries. However, he had difficulty getting the long-serving general manager of a plant in China to sign off on the current year''s audited financial statements. This led to a tense and bizarre confrontation between the CEO and the regional general manager. The restructuring project was taking autonomy from regional unit heads. Was that the problem? Was Steelworks mismanaging its subsidiaries? Had the general manager of the Chinese plant, a Singaporean expatriate, been seconded to China for too long? It was unclear how a member of the senior management team who had been with Steelworks for his entire career could behave this way and jeopardize his position. What could the CEO have done differently? Hwee Hoon Tan is affiliated with Lee Kong Chian School of Business.

涵蓋領域：

Change management;Multinational corporations;Organizational behavior;International business;Manufacturing processes;Leadership

相關資料：

, (W16071), 10p, by Hwee Hoon Tan, Flocy Joseph

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