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Compact case
Published by: Ivey Publishing
Originally published in: 2011
Version: 2011-07-08
Length: 4 pages
Data source: Generalised experience

Abstract

This is part of a case series. The format of this role play case involves a series of sessions in which the student (and each member of his or her team in turn) will play the role of Benjamin Cheung, the vice-president of HCM Asia Private Limited, a financial services firm based in Hong Kong. Cheung has an open door policy where managers from any level can drop by to see him, on their own initiative, to ask for ideas, guidance or decision on an issue. He has only six minutes to see each manager in this informal coaching session since he has to leave for another important meeting at head office. Cheung knows the key details of each manager’s background and development needs, but does not know in advance what the manager’s specific concerns are. It will be necessary for Cheung to explore the manager’s concerns through active listening, asking questions and summarizing, for example. Each of the manager roles is typical of those you might meet in any Asian organization, such as a highly skilled, technically focused leader who defaults to top-down management, an associate who lacks self-confidence and avoids confrontation at all cost, an ambitious associate who wants an international assignment but is unable to handle his current workload, and a detail-oriented leader who focuses on processes while losing sight of the big picture.
Location:
Size:
Small
Other setting(s):
2011

About

Abstract

This is part of a case series. The format of this role play case involves a series of sessions in which the student (and each member of his or her team in turn) will play the role of Benjamin Cheung, the vice-president of HCM Asia Private Limited, a financial services firm based in Hong Kong. Cheung has an open door policy where managers from any level can drop by to see him, on their own initiative, to ask for ideas, guidance or decision on an issue. He has only six minutes to see each manager in this informal coaching session since he has to leave for another important meeting at head office. Cheung knows the key details of each manager’s background and development needs, but does not know in advance what the manager’s specific concerns are. It will be necessary for Cheung to explore the manager’s concerns through active listening, asking questions and summarizing, for example. Each of the manager roles is typical of those you might meet in any Asian organization, such as a highly skilled, technically focused leader who defaults to top-down management, an associate who lacks self-confidence and avoids confrontation at all cost, an ambitious associate who wants an international assignment but is unable to handle his current workload, and a detail-oriented leader who focuses on processes while losing sight of the big picture.

Settings

Location:
Size:
Small
Other setting(s):
2011

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