READ THE CASE STUDY AND HELP ME ANSWER THESE 4 QUESTIONS!Questions: What do you think really happened in this case? What is Mrs. Santos’s position in the company? What issues of international business are found in this case? What do you think the consultant should have done? about inefficiency, it also becomes clear that they see no way of changing dear old Mrs. Santos's way ofdoing things. When asked hard questions about project objectives and what could be done to ease thebottlenecks, they shrug their shoulders and laugh in a nervous, almost incongruous fashion. Finally, at akey staff meeting just before you must file your interim report, the issue comes to a head. The EVP is there,but primarily as an observer-as the big shot expat consultant, you are chairing the meeting. You presentthe project as it has proceeded to date, doing your best to paint a positive picture, even going out of yourway to compliment some of the technical staff who have done outstanding jobs. But you feel that you canno longer avoid the hard fact that important deadlines are about to be missed. It also seems clear to youthat 90 percent of the problems lie in that one particular department. When Mrs. Santos takes the floor tosummarize her department's work on the project, however, she paints a glowing picture. Things are reallymoving along, targets are being met and exceeded, everything is copacetic indeed. You can't believe whatyou are hearing! You know that everyone in the room must know that she is basically covering up, andcan't help being upset in that she is downright contradicting what you have been saying and trying to bringto everyone's attention. Responding to your gut instincts and knowing for a fact that the data support yourposition, you take a deep breath before asking a series of hard questions that leave Mrs. Santos with verylittle wriggle room. She gives evasive answers, and everyone else around the table suddenly becomes quiteuncomfortable. People are shifting around in their chairs and looking out of the windows-a drastic shift inmood. You immediately realize that you have made a major blunder, but it's too late to back off, so youpress ahead. After her third circular and evasive answer, the EVP clears his throat rather loudly, theninterrupts: "Perhaps we should move on with the meeting. These little details can be worked out later."Within a month the project has fallen completely off track, precisely as you would have predicted.However, rather than taking action to put things back on track, top management decides to rethink thewhole project, including their collaboration with the outside consultant (that being you). At therecommendation of the EVP, they pull the plug entirely after the design phase. They thank you for doingsuch a good job on the project design, reassure you they are anxious to work with you in the future, andcancel the project as it was their contractual prerogative to do. In parting, the EVP tells you: "Our staff feelsthat they can really carry this out on our own, and management agrees. Your work has been first rate, butyou know things can change. Call me if you ever need a reference." Case 1. FAMAGUSTA, Inc. FAMAGUSTA, Inc. (a fictitious name) is a large, non-US-based multinationalcorporation (MNC) that has set up its new office in Manila. With the help of a few previous connectionsand more than a little good fortune, you land your first contract within a relatively short period of time.The job involves providing professional consultation and technical support on a joint venture project with alocal corporation. You will be working in the offices of the Philippine company, scoping and designing theproject, managing the implementation phase, and working with their domestic personnel to get the jobdone. Your contract specifies an interim review after the design phase is completed, but top managementassures you that it is just a formality-–they definitely want to work with you for the whole project. Youreview the facilities and résumés of both management and technical staff and everything looks fine. Noproblem, you tell yourself as you tackle the project enthusiastically. At first everything is great. You aregiven your own office and are told by the chief executive officer (CEO) to work directly with the executivevice president (EVP) for the division; he seems highly supportive and tells you to call on him at any time forwhatever you might need. Although the working environment is relaxed by American and Europeanstandards, the staff works long hours and everyone is unfailingly polite. You soon find yourself enjoying thechange of pace and the congenial aspects of the Filipino workplace. Until, that is, you become aware thatthe project is slowly but surely falling behind schedule. Being the accountable party, you know it is up toyou to address the problem. After some quiet background investigation, you pinpoint the source of theproblem: the manager of a mission-critical department who appears to be horrendously incompetent. Anold lady nearing retirement by the name of Mrs. Santos has been with the company her entire career. Theanalysis shows clearly that the problem lies in her use of outdated methods and her resistance to certaininnovative aspects of the project. Although your interactions with her have always been courteous, youbegin to wonder if she's trying to sabotage your efforts. In an effort to attack the problem you approachthe EVP to discuss the issue. You come in well prepared for the meeting, with hard copy documentationtracing the bottleneck to Mrs. Santos's inept management. Thus, you are a bit surprised that he doesn'tseem to share your concern for the issue. Although he listens intently to what you have to say, he givesoblique answers to your questions and seems to be avoiding the issue. But you know better than to presstoo hard and quickly back off. At the end of the meeting, which was much shorter than you anticipated, itis clear that he thinks you can work around Mrs. Santos and that he does not share your concern about theproblem. You do your best to keep the project on track, and keep looking the other way. However, theproblems continue to pile up and get even worse over the next few weeks. Murphy seems to lurk aroundevery corner, and every time you have to put out a fire the origin seems to lie in the same place: theinefficient department head. You have lunch with a couple of her key employees and pump them forinformation. Although what they tell you about operational matters confirms what you already know

Question

READ THE CASE STUDY AND HELP ME ANSWER THESE 4 QUESTIONS!Questions:  What do you think really happened in this case?  What is Mrs. Santos’s position in the company?  What issues of international business are found in this case? What do you think the consultant should have done? about inefficiency, it also becomes clear that they see no way of changing dear old Mrs. Santos's way ofdoing things. When asked hard questions about project objectives and what could be done to ease thebottlenecks, they shrug their shoulders and laugh in a nervous, almost incongruous fashion. Finally, at akey staff meeting just before you must file your interim report, the issue comes to a head. The EVP is there,but primarily as an observer-as the big shot expat consultant, you are chairing the meeting. You presentthe project as it has proceeded to date, doing your best to paint a positive picture, even going out of yourway to compliment some of the technical staff who have done outstanding jobs. But you feel that you canno longer avoid the hard fact that important deadlines are about to be missed. It also seems clear to youthat 90 percent of the problems lie in that one particular department. When Mrs. Santos takes the floor tosummarize her department's work on the project, however, she paints a glowing picture. Things are reallymoving along, targets are being met and exceeded, everything is copacetic indeed. You can't believe whatyou are hearing! You know that everyone in the room must know that she is basically covering up, andcan't help being upset in that she is downright contradicting what you have been saying and trying to bringto everyone's attention. Responding to your gut instincts and knowing for a fact that the data support yourposition, you take a deep breath before asking a series of hard questions that leave Mrs. Santos with verylittle wriggle room. She gives evasive answers, and everyone else around the table suddenly becomes quiteuncomfortable. People are shifting around in their chairs and looking out of the windows-a drastic shift inmood. You immediately realize that you have made a major blunder, but it's too late to back off, so youpress ahead. After her third circular and evasive answer, the EVP clears his throat rather loudly, theninterrupts: &#34;Perhaps we should move on with the meeting. These little details can be worked out later.&#34;Within a month the project has fallen completely off track, precisely as you would have predicted.However, rather than taking action to put things back on track, top management decides to rethink thewhole project, including their collaboration with the outside consultant (that being you). At therecommendation of the EVP, they pull the plug entirely after the design phase. They thank you for doingsuch a good job on the project design, reassure you they are anxious to work with you in the future, andcancel the project as it was their contractual prerogative to do. In parting, the EVP tells you: &#34;Our staff feelsthat they can really carry this out on our own, and management agrees. Your work has been first rate, butyou know things can change. Call me if you ever need a reference.&#34; Case 1. FAMAGUSTA, Inc. FAMAGUSTA, Inc. (a fictitious name) is a large, non-US-based multinationalcorporation (MNC) that has set up its new office in Manila. With the help of a few previous connectionsand more than a little good fortune, you land your first contract within a relatively short period of time.The job involves providing professional consultation and technical support on a joint venture project with alocal corporation. You will be working in the offices of the Philippine company, scoping and designing theproject, managing the implementation phase, and working with their domestic personnel to get the jobdone. Your contract specifies an interim review after the design phase is completed, but top managementassures you that it is just a formality-–they definitely want to work with you for the whole project. Youreview the facilities and résumés of both management and technical staff and everything looks fine. Noproblem, you tell yourself as you tackle the project enthusiastically. At first everything is great. You aregiven your own office and are told by the chief executive officer (CEO) to work directly with the executivevice president (EVP) for the division; he seems highly supportive and tells you to call on him at any time forwhatever you might need. Although the working environment is relaxed by American and Europeanstandards, the staff works long hours and everyone is unfailingly polite. You soon find yourself enjoying thechange of pace and the congenial aspects of the Filipino workplace. Until, that is, you become aware thatthe project is slowly but surely falling behind schedule. Being the accountable party, you know it is up toyou to address the problem. After some quiet background investigation, you pinpoint the source of theproblem: the manager of a mission-critical department who appears to be horrendously incompetent. Anold lady nearing retirement by the name of Mrs. Santos has been with the company her entire career. Theanalysis shows clearly that the problem lies in her use of outdated methods and her resistance to certaininnovative aspects of the project. Although your interactions with her have always been courteous, youbegin to wonder if she's trying to sabotage your efforts. In an effort to attack the problem you approachthe EVP to discuss the issue. You come in well prepared for the meeting, with hard copy documentationtracing the bottleneck to Mrs. Santos's inept management. Thus, you are a bit surprised that he doesn'tseem to share your concern for the issue. Although he listens intently to what you have to say, he givesoblique answers to your questions and seems to be avoiding the issue. But you know better than to presstoo hard and quickly back off. At the end of the meeting, which was much shorter than you anticipated, itis clear that he thinks you can work around Mrs. Santos and that he does not share your concern about theproblem. You do your best to keep the project on track, and keep looking the other way. However, theproblems continue to pile up and get even worse over the next few weeks. Murphy seems to lurk aroundevery corner, and every time you have to put out a fire the origin seems to lie in the same place: theinefficient department head. You have lunch with a couple of her key employees and pump them forinformation. Although what they tell you about operational matters confirms what you already know

Accepted Answer

1. What do you think really happened in this case?
As per me, another worker recruited on a legally…

READ THE CASE STUDY AND HELP ME ANSWER THESE 4 QUESTIONS! Questions: What do you think really happened in this case? What is Mrs. Santos’s position in the company? What issues of international business are found in this case? What do you think the consultant should have done?