A. Case Analysis
Intel Architecture Development Company expanded its operation in the Chinese market with two owned foreign enterprises.
Intel had been operating in China since the year 1985 and wholly expanded its activities to the region in the year 1993 (Wang et al., 2016). Since then, Intel has been focusing on adopting Chinese culture in its operations.
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Thesis: Disagreement between marketing program manager and accounting manager regarding training program represents learning disability at Intel Company.
Intel Company has been experiencing a challenge in the marketing department because there existed disagreements on the approaches that need to be applied in exposing their products in Chinese Market.
Conflict exists between the newly appointed marketing manager and accounting officer manager for Intel Company.
Tang, the newly appointed manager for marketing program seeks to implement the marketing approach in China using the western-based approach.
Li, the accounting manager focuses on implementing a training program for employees to learn the culture of the Chinese marketing culture.
Manager for marketing department does not create an opportunity for employees in the marketing department to learn the ways to implement the marketing approach.
II. Diagnosis of the problem
This case represents various problems witnessed in the performance of Intel Company in the Chinese market.
There is no harmony in the organization as there exist different thoughts and perception from the operating leaders.
The accounting officer for the marketing department represents harmony by implementing a training program for training employees (Clarke et al., 2019).
Tang the marketing manager for the company damaged harmony by disagreeing with the continuation of the training project.
Learning and presentation of a learning environment in an organization require time and patience.
The marketing program manager for Intel Company does not create an opportunity for the training program to achieve the set objectives.
This problem prevents the possible outcomes of the training program disabling people to achieve the set objectives for society. This argument indicates that training programs will be a waste of time.
The organization system, especially in the marketing program, shows that people do not have the flexibility needed in putting their ideas into the organization performance.
The accounting officer did not have the flexibility needed in putting their ideas into the organization.
Li, the accounting officer in the marketing department needed to implement his ideas in the organization but the decision by the marketing program manager did not allow participation by the employees (McQueen & Janson, 2016).
The company management did not consider the issue of trust and collaboration between employees and managers.
The newly appointed manager for marketing program had a western culture but the Chinese marketing plan is required to match the expected community culture.
Employees only needed to implement trust and commitment to the newly appointed manager.
Communication is an essential aspect of learning in an organization.
Successful learning approach requires the business to implement a program through which employees would feel part of the organization (Jackson, 2017).
Li implemented a training program that engaged all the members of the marketing department and the former marketing manager trusted the effectiveness of the policy in the market.
The newly appointed manager stopped the implementation of this program making it challenging to implement effective communication among the employees.
B. Recommendations and Action Plan
Organizational learning program requires an organization to have a successful business requires the application of different field programs (Senge, 2014).
Share vision, mental models, personal mastery, team learning, and system thinking.
The case analysis for Intel Company represents a situation where the marketing manager and accounting manager for this department accounts for a company to reach its required department.
This information indicates that there existed differences needed in the goals they needed to pursue the development of organizational success (Clarke et al., 2019).
This difference makes it challenging for employees to meet the expected needs of the organization.
Shared mission indicates that the organization should implement means for all employees in the company to pursue a common goal.
Intel marketing department should incorporate the needs of all workers in the business to develop collectiveness and achieve the expected goals by extending operation in China.
Organization structure should be required to meet organizational goals.
Intel needs to implement a collective and supportive working environment where employees focus on implementing a business that is designed to meet the interests of workers.
The supportive working environment requires accessing and training employees to meet the interests of employees in the business.
Workers need to feel that they are special and their efforts recognized by implementing training activities.
Intel marketing department needs to implement a team learning approach through which employees can learn activities and culture for people in the target market (Senge, 2014).
Li program designed to implement an activity needed in achieving the set objectives. Intel will not succeed in the Chinese market unless there is an understanding of the nature of the people in the target market.
Organizational culture needs to come up with programs needed in implementing the business thus increasing an opportunity for agreement among the employees.
Team learning will bring the differing arguments into an agreement thus increasing an opportunity for agreement between marketing and accounting manager.
Conclusion
Intel Company should create learning environment by implementing various strategies that need to boost the ideas of the organization. The current situation reflects absence of learning environment because there is a disagreement between the marketing department manager and accounting officer of the department.
References
Clarke, T., Preskill, H., Stevenson, A., & Schwartz, P. (2019). Building a Culture of Learning: Teaching a Complex Organization How to Fish. The Foundation Review, 11(1), 6.
Jackson, B. G. (2017). A Fanatasy Theme Analysis of Peter Senge’s Learning Organization. In The Aesthetic Turn in Management (pp. 139-155). Routledge.
McQueen, R. J., & Janson, A. (2016). Accelerating tacit knowledge building of client-facing consultants: Can organizations better support these learning processes?. The Learning Organization, 23(4), 202-217.
Senge, P. M. (2014). The fifth discipline fieldbook: Strategies and tools for building a learning organization. Crown Business.
Wang, X., Xue, W., Zhai, J., Xu, Y., Zheng, W., & Lin, H. (2016, May). A fast tridiagonal solver for Intel MIC architecture. In 2016 IEEE International Parallel and Distributed Processing Symposium (IPDPS) (pp. 172-181). IEEE.
