A multinational corporation was expanding its product line at an existing operation in Greece. Headquarter leaders determined that an up and coming talent with Greek parents might be especially effective. During the interview for the job, he consistently expressed his keen desire to get ahead. Two days after arriving, the new manager called his workforce together. As the group gathered they were jovial and appeared pleased to hear from their new leader. They, too, were aware of his Greek heritage. The new manager began by saying “I’ve decided it is very important to have a clear product strategy. I also believe you should offer competitive ideas–so that we get the best.” Then he asked the workers for their input. The group became silent, with most people’s eyes dropping to study the floor.
What happened? What side-tracked the manager’s decision? What process did the manager use–or did he? And what role might cultural differences have played? In thinking about the last question, it may be helpful to consider likely cultural values often linked to Greek culture; while valuing competition its society places importance on avoiding uncertainty or minimizing risk. People often hold a strong regard for positional leadership and its power, which can create distance and diminish informal discussions.
International Dimensions of Organizational Behavior 5th ed should also be used as a source. The instructions will be posted.

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