Management
(in traditional Chinese)

Note from the Editor

This case book presents an overview of management primarily in an Asian context. Topics such as conflict resolution, teamwork, goal and objective setting, global environmental analysis, strategy formulation and implementation, organization design and strategy, entrepreneurship, cross-cultural issues and corporate culture are introduced through these cases. 

In almost every case, the student will go through a process of issue identification, analysis, recommendation and implementation. It is strongly recommended that the student take the perspective of the key decision maker in the case. In doing so, the student will gain a meaningful perspective of the tensions arising in the case. 

The topics covered in this case series are typically those surveyed in an introductory course on management. When possible cases with an Asian focus have been selected. Designer Classic Carpets and Panmai Co-operative introduce the concept of strategy, strategic choice and the role of the general manager. They deal with smaller entrepreneurial companies. Science Parks in Taiwan asks the student to analyze the environment in which businesses operate as Taiwan moves from a manufacturing economy to a high-tech-oriented economy. Acer Group's China Manufacturing Decision takes the analysis further to a decision which requires an analysis of the Chinese environment and a firm's resources and capabilities. Queensland Minerals Ltd. builds further on this notion of operating abroad and explores problems of control and influence in a joint venture setting. Victoria Heavy Equipment and Twill Enterprises investigate issues of organizational development and structural change. The GE Energy Management cases raises the organizational problems of starting a new business venture within a large established company. The Royal Bank of Canada in Thailand case similarly examines the strategic and organizational issues associated with market re-entry. The Kentucky Fried Chicken in China cases series goes from strategy formulation (the A case) through to strategy implementation (the B and C cases).

Use of these cases in conjunction with other text materials will provide students with an appreciation for many of the organizational, management and strategic issues facing managers.