PSY FPX 6710 Assessment 3 East Assignment Coaching Plan

Student Name

Capella University

PSY FPX 6710 Principles of Industrial/Organizational Psychology

Prof. Name:

Date

Introduction

Coaching plans provide structured frameworks within organizations to support the development of associates in their roles. The objective of this task is to design a coaching strategy that prepares U.S. food company executives for assignments in East Asia, where they will lead multicultural teams in a new division. None of these executives have prior experience with international assignments. This paper aims to outline a coaching plan specifically for China, addressing business culture, leadership and coaching approaches, interview questions, and interview transcripts for both male and female executives.

China Business Cultural Norms

Business cultural norms in China differ significantly from those in the United States. A key aspect is the concept of “Guanxi,” which involves creating opportunities and exchanging personal favors. While this practice is commonplace in China, it may be viewed as favoritism or bribery in American culture. Furthermore, Chinese business negotiations typically require a reserved and calm demeanor, contrasting with the more assertive and celebratory approach often observed in American contexts. Other factors, such as gift-giving, punctuality, greetings, attire, and conversational styles, also play a role in respecting Chinese business culture.

Leadership Approach

The selected leadership approach is transformational leadership, which focuses on empowering associates to realize their potential. This approach encompasses four key characteristics: idealized influence, inspirational motivation, intellectual stimulation, and individual consideration. By employing transformational leadership, the aim is to alleviate any anxieties the executives may have regarding their new assignments and to build their confidence in overcoming challenges.

Coaching Approach

The coaching approach incorporates technology, particularly remote coaching, to enhance communication and provide updates. Remote coaching through platforms like Zoom offers flexibility and encourages collaboration among team members across various locations. Additionally, multicultural cross-training ensures that executives are well-versed in Chinese business practices, promoting effective working relationships and cultural understanding.

Interview Questions

Interview questions are crafted to evaluate candidates’ comprehension of diversity, inclusion, leadership, and cultural sensitivity. Open-ended questions encourage responses based on personal experience, ensuring alignment with business objectives and cultural considerations.

Transcripts

Transcripts demonstrate interactions between American executives and a Chinese manager, emphasizing cultural etiquette and professional exchanges.

Test for Understanding

Implementing a 360 Feedback system allows for a comprehensive analysis of performance and behavior, incorporating input from all employees. This method supports cultural adaptation and ensures compliance with quality management standards.

Conclusion

The coaching plan for the East assignment integrates research findings to formulate effective strategies for preparing executives for their roles in China. Despite gender disparities in Chinese corporate culture, transformational coaching aims to equip all executives for success, highlighting the significance of leadership and cultural understanding.

References

Burrous, T. C. (2021). A comparison study on e-coaching and face-to-face coaching. Proquest, 1-120.

Govindarajan, A. K. (2003). Global strategy and the organization. Wiley, 1-224.

Hall, S. J. (2002). Transformational leadership: The transformation of managers and associates. Sage, 1-3.

Klagge, J. (1995). 360-degree sociometric feedback for individual and organizational change. JSTOR, 352-366.

Nam, K.-A., & Choi, Y. C. (2013). West meets East? Identifying the gap in current cross-cultural training research. Sage Journals, 35-57.

Li, J. Y. (2017). Women in leadership in China: Past, present, and future. Research Gate, 1-18.