A case study on International Human Resource Management. It would be helpful to get some insights. Thanks.
Extracted text: Work-Life Prioritics in China Becoming a leader in modking life in China sequires companies to place a grester enphasis on aderstandinz and sesponding to the aoods of Chinese emploroes and considering a raago of work-life initiatives that are aot ancessanily the same initiatives that would apply in western Aaglo countries. At the Global Wotforce Rouaftahle organised by Boston College and held in Shanghai, China in February 2008 the focus of discuszsicn was on the role of Work-Life in Rocnitment, Roteation, and Developmeat of Top Taleat pracitioners in both global and regional positions from arouad the segica. Paricipants điscussed the inportance for mtinational copanies of revieming thair oma pproaches ad questioning the tacit 2samapticas they make about work-fe strategies in China Soo Tahie 1 for how senior HR practitioners working in China ranted the key work-io initizives that were soeded Takic 1. Work-lit prioriica in Chian Wok-lit poliey inisiativea for Chian Asaist wmidh cdacstioal costa for childron, capcoially whca eclocasieg cesplopeca mithia Chiaa. Teat prioeity Tcomide Acability ia vbca sod vhore wock is coadactcd aad Acabiey ia lca policic. Deiar ekady dhe đerclopencat sad promotioeal opportanitica railahie. Scooadpriocity Ha iaiainca that coutributc to the heakh sad webcieg of caploeca. Zasbik ceployeca to care for ad asiataia coutaot mith cztceded Acaily aaceabern. Thirdpeiscity Eanare caore Sasaia scarity dhrough epkacated ectircacet bcacie. Coatiac to proside mok-t polioics sad programu cegually to aaca sad wosce Questions: 1. What are the main canses of the issue? Hom do they afoct wocklife balaace? 2. How can the company support individuls in improving or avoiding the ituation? 3. Imagine you are Yumea's US colleague aad you have a feeling that these moetings are aot working well You think à would be wefil to get Tuvea's poist of siom. How would you proach this with Yuvea? This case is for the se of class discussion only on 26 October 2021. You are adbised to prepare the questions in this case indiridally and contribute to the dscusica.
Extracted text: Abstract A brief arample af a woman from China tying to eagage herself in a confereace moetiag with other braaches of her mlinational company. The case emioes the challenges of cultaral and language bariers within a deverse group of professionals. Introduction Thing used to be so coplicated Before the restractaring, Dandan Tuvea seported to someone in her oma office with vhom she sharedalanquae, 1 set of common cultural references, zad, most inportantly, a time zone. Itis 9:30 p.m ona Tharsday night in Shanghai Yumen fiads herself participating in a conference call with colleaques in Earope. She'd like to do it from home with her huband and daughter. From past experience she knows she wil be in for a late sidt becase inevitahly, her European colleagues mill ak her to send tthem some kind of report by the close of business." In Europe, it's about 4:30 p.m - practically the cdose of business already. Yuvea caly has access to the company's puhlic computer dives whea she's logged cato fhe compaay aetvoc So she's got to be at the ofice to send the people in Europe whatever they ak for. Before the compaay restructured, this wouldnothave happened Yimeareportedto a supervisor who sat across the room from her -a Chinese ma whose languuge andframe af reference she aderstands without difficulty. Now she mut report in a foreia baque to people from a diferent culture fving in a time 200e five hours away. She's afraid she wo't understand everything that's said, so she takes copious sotes. And she stays at the odice uatil 11:00 p.m to make sre fhe people in Europe get vhat they aced Othermise, they might be unhappy, and Yuvea values her job too highly to allow that Homever, she did woader to herself if her global colleaques ever preciated what time it was in her part of the wodd Itis aot just the timing of the coaference calls that cases Yuven aaniety. Last week, the US team called a telocoafereace at 8:00 p.m Shanghai time. Colleagues from the US, Earope, aad Asia participated: Yuve represeated the China business. A maaager from Thalaad preseated some information and someoae from the US asked questicns. The phone connectica was poor, and although the Earopean colleagao was speaking Eatish be was difficult to understand because he had a proacoced accent. Yuvea did aot eatirely understand some of his questions, but becase the call was raaning overtime and she also did act want to ppear inpolite she didact ask for darification Thea an Anstralian colleague started discussing an pproach considered risky by those in Europe aad fhe US. It tarnedinto a bit of a debate, duriag which the Japanese maa adacolleague from Thailand remained sileat. When things calmed dom, the Japanese colleague began to wam up and started making some very good points. But then the meeting's designted timekoeper seminded everyone that it was getting late. Discussion moved on to the sent topic. Whea the coafereace call ended, Yuvea falt that some good ideas had been raised, but that ao cne hadboea ahie to develop them. Part of it was the phone ine, part of it was the time coastraint, and part of it was cultural and language barriers. As a result, some goodideas weat used and Yuven remmined puzzled She felt these meetings oftea failed to benefit from the collective kaondedae of the conpay's dobal aetmort of employees.