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managed to create an action plan and kept the client using all of the available resources. Differences within the Karen Leary case can be seen toward cultural implications, team work,and interpersonal skills. Cross-cultural differences have their roots from the differentbackgrounds found in each culture. In seeking to develop the Taiwanese market for MerrillLynch, Leary looked to hire a Taiwanese, Ted Chung, as a financial consultant. Although sheinterviewed Chung eight times, Leary did not feel she fully understood Chung as a person, butdismissed her concern due to the fact that he was Asian and she was not. It is important formanagement to learn the cultural differences of employees, in order to avoid misunderstandingsand miscommunication. Chung is from a high context culture, where nonverbal situational cuesconvey the primary meaning in communication. Leary is from a low context culture, whereprimary meaning originate from written and spoken language. In the Taiwanese culture, peoplefirst create trust in social interaction, they value personal relations and people’s goodwill, andagreements are based on general trust. In contrast, the American culture commonly prefers doingbusiness first, values expertise and performance, and agreements are entered into by a specific,legalistic contract. Karen Leary failed to wholly educate herself on the essential aspects ofTaiwanese culture and communication. Another aspect of the cultural differences is the tone,where it can be interpreted differently by two people in the same conversation. A good managershould be able to work and interact with people from different cultural backgrounds. Leary’smanagerial duty was to be aware of the implications of the cross cultural differences and addressthem accordingly. Next, clear communication should create a united working environment.2
KAREN LEARYKaren Leary and Ted Chung did not know how to work as a team. They had a communicationand task conflicts. Leary noticed poor communication and planning created conflict arisingbetween her and Chung soon after Chung was employed. The main reason Chung was hired atMerrill Lynch was to take advantage of the Taiwanese market. Leary modified the way the firmusually dealt with their clients, so that Chung may attract more Taiwanese customers. Althoughthis made Leary seem very confident with Chung and his abilities, as well as seem flexible as amanager, she was quite doubtful about her decision of employing him. As a result, she kept avery close eye on him. Leary created a low quality relationship, where she was formal in hersupervision, gave little support, and showed mistrust. When managers are uncertain of theirdecisions, it can lead them to create a stressful environment and micromanage people and tasks.