Case Study: Conflict

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Andrew Nichols Case Study: A teleconference meeting at Astellas. Image yourself as an American employee at the Norman manufacturing plant: How does structure and culture of an organization influence conflict style and climate? Astellas is global pharmaceutical company that was established in 2005 by the merger of two Japanese pharmaceutical companies (Yamanouchi and Fujisawa). It has 25,000 employees worldwide which consists of eight manufacturing sites: one in the United States (Norman, Oklahoma), one in Ireland and six in Japan. Each manufacturing site makes products for their own region of the world but also may make some products that are disturbed worldwide. One such global product that will be made at the Norman plant will be a product named Mirabegron which will be distributed in 60 countries in 2011-2012. The first country that will distribute it will be Japan under the name Betanis. After one the Japanese plants received the first six batches of Betanis to package and distribute, they requested to have a teleconference meeting with the Norman plant before moving forward. The meeting was set up for 5:30pm at the Norman plant which will be 8:30am the next day at the Japanese plant. Ten Americans and two Japanese colleagues (Kajiyama-san and Baba-san) from the Norman plant meet in a conference room with everybody sitting around a large oval shaped conference room table. Kajiyama-san is the president of the Norman plant and Baba-san is the vice-president of the Norman plant. They call the Japanese plant to start the teleconference and seen on the screen is four Japanese colleagues dressed in the same attire (black suits, white shirts, and red ties) sitting at one small table with all of the other people sitting behind them dressed alike (company blue and grey jumpsuits) in four equally divided groups behind them. Baba-san: (greets the

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