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Transcript of Michelin Case
What should Olivier do?
Olivier Chalon moves to Greenville, SC to lead a division of 4,000 people
Successful career thus far:
Trained as an engineer at one of France's prestigious Grandes Ecoles
Started at a European oil company
Lived and worked for 6 years in the U.K.
Worked in 6 different countries - speaks 4 languages
In 2004, hired at Michelin
Olivier Chalon is having trouble motivating his American subordinates
His employees see him as:
Chalon needs to turn the division around within
The International Dream Team
Leading Across Cultures at Michelin Case
Active Management by Mistakes
4 Step Motivational Approach
Tell them what to do
Provide Resources and Support to get it done
Provide Rewards for getting it done
Tell them how they're doing
Trompenaars & Hampden
How far people get involved:
How people express emotions:
How people view status:
Kluckhohn & Strodtbeck
Time: Past vs.
French Culture = Red
U.S. Culture = Blue
According to our in-depth research of the four major cultural models, the French overlap with Americans on
of total cultural dimensions.
degree of encouragement and reward for being altruistic & friendly vs.
Relative Country Differences
Professionalism is the key to acceptance of outsiders
Business people tend to be formal and conservative - personal lives are kept separate from business relationships.
Organizations are highly centralized with a powerful chief executive - bosses are often dictatorial and authoritative.
The purpose of meetings is to brief/coordinate and clarify issues - state your intentions directly and openly.
Companies in the U.S. are organized and structured with many different styles depending on the company's industry, history and current leaders
Meetings are generally informal and relaxed in manner - but serious in content.
Hamburger- Style of Communication