Analyzing Communication Problems at Holden HFV6 Manufacturing Site

This case study examines the communication and conflict issues that arose at the Holden HFV6 plant due to the cultural diversity of its workforce. It discusses how cultural differences contributed to misunderstandings and operational hurdles, hindering the plant's goal of achieving $450 million in export earnings. The study explores the application of guidelines for overcoming communication barriers, emphasizing knowledge sharing, democratic decision-making, and inclusive managerial approaches. It also analyzes the effectiveness of the LEAD training program in breaking down communication problems by fostering leadership skills, self-expression, understanding of others, and conflict management. Finally, the case study proposes strategies for preventing similar communication issues in new manufacturing sites, including ice-breaking activities, establishing inclusive norms, promoting empathetic listening, and implementing team-building exercises to enhance trust and coordination among employees from diverse backgrounds. Desklib offers a wealth of similar solved assignments and study resources for students.

MANAGING DIVERSITY AND COMMUNICATIONS

Table of Contents
1. How would the cultural diversity of the workforce add to the communication and conflict
issues at the new plant?....................................................................................................................3
2. How might the guidelines for overcoming and preventing communication barriers be applied
to this situation?...............................................................................................................................4
3. Why do you think the LEAD training program was effective in breaking down the
communication and conflict problems being experienced at new plant?........................................5
4. Imagine that you have to commence at a new major manufacturing site. What issues or
strategies would you consider in order to prevent the communication problems that were
experienced by the Holden HFV6 plant from occurring?...............................................................6
Reference List:.................................................................................................................................7

1. How would the cultural diversity of the workforce add to the communication and
conflict issues at the new plant?
In reference to the given case scenario it may be stated that the major focus of the plant was to
attain the most beneficial outcomes. One of the biggest investments of the organisation in recent
times, it majorly aimed in attaining a return of $450 million in export earnings. Hence, in order
to achieve the aim an elite and highly efficient team was built who would be able to utilise the
hand-picked resources in most convenient manner in order to produce the expected results.
However, it was seen that considerable hurdles surfaced within few days of the functioning of
plant. This may be attributed to the significant differences in culture and background of the
individuals. The employees, other than the team, working in the plant were from 60 different
nationalities as well.
It may be assumed that the functioning, approaches, beliefs and principles of individuals tend to
differ from one another around different cultures. Within one specific working set-up, these
issues may pose as a primary concern which may escalate to become a conflict. The individuals
may have varied opinions and considerations regarding the processes and procedures needed to
be followed for successful completion of the project goals (Carr-Ruffino, 2019). The cultural
diversity was not addressed in this situation properly, which hindered establishment of a proper
work culture and specific norms which are necessary to be followed by every employee. Hence,
it may be stated that the chances of conflicts arise in a substantial manner since they all
proceeded with their individual responsibility in their own way. Thus, lack of proper cooperation
and synchronisation among the team members were evident as well.
Since the cultural disagreement and misunderstanding were not given proper recognition in the
initial planning structure, hence a proper policy was not set up (Lambert, 2016). The work
culture and traditions which were initially followed in their previous setups were followed by
these individuals who created significant barriers. It may also be presumed that the chances of
language barrier, body language differences and so on were also persistent which escalated the
issue even more.

2. How might the guidelines for overcoming and preventing communication barriers be
applied to this situation?
In order to ensure that the chances of conflicts are properly addressed, it is important that a
healthy and effective work environment is created. Knowledge sharing is one of the most
effective strategies that can be applied in situations as such. With the help of proper guidelines
implemented, it becomes clearer for any person within any setup to understand individual roles
and responsibilities, along with the steps needed to be taken in order to enhance their overall
credibility in most effective and suitable manner (Al-Jenaibi, 2017). With defined guidelines, it
would be easier for the individuals from varied backgrounds to focus on the common objectives
in a proper manner and align their personal practices along with the organisational requirements.
In addition to this, the guidelines would also prevent the communication barriers by ensuring that
an integrated process is being undertaken with more awareness and consideration regarding
wider perspectives and ideas. Proper discussion and knowledge exchange can be done in a
democratic decision making and acceptance towards different techniques and methods for
completion of the task. Thus, with mutual interaction and having the opportunity to learn about
different working styles and patterns, it is more likely that the understanding of different cultural
nuances is enhanced. The underlying rigidity in approaches can be tackled in most suitable way,
in this manner.
The guidelines can also ensure that the decision making process is more integrated and inclusive
as well. The individuals following a standard guideline for remaining functional in a new
environment may require taking decisions with respect to various ideas and inputs from not only
the leaders but also the subordinate employees from different backgrounds and nationality. This
would allow them to have clearer insights regarding each other’s working patterns and better
establishment of trust may be noticed (De Anca and Vega, 2016). The restructuring of the
managerial approaches can be done in an effective manner with the help of this process as well.
Thus, with application of these guidelines, better framework can be provided to the employees to
establish certain norms needed to be followed by all individuals who are drafted with
consideration of inputs by all the individuals.

3. Why do you think the LEAD training program was effective in breaking down the
communication and conflict problems being experienced at new plant?
It may be stated that the individuals selected to be taking part in the process are highly skilled
and efficient in their own jobs and responsibilities. However, in order to be more adaptive and
efficient in a diverse environment, it may be seen that there are considerable lack of efficiency.
Since these individuals are generally used to work on their own terms and have differentiation in
terms of work approaches, it may be stated that the major drawback leading to performance
complication is the lack of understanding and awareness regarding different work patterns (Zeira
and Wang, 2015). Cultural ignorance prevailing among the persons often tends to make their
approach more rigid. However, in order to ensure that this rigidity is appropriately channelized,
effective emotional training can be useful.
The undertaken training process in concern can be regarded as one of the most influential tools
which enabled the management to get to the core of the issue and provide a holistic approach to
address the same. With establishment of leadership culture in the first module, it was ensured
that specific leaders are selected who would ensure that the fragmented pieces of works are
collated effectively and all the individuals associated are on the same board to achieve common
o0bjectives. Additionally, promoting self-expression allows individuals to be more competent
and innovative in presenting wider sets of ideas for achieving specific tasks (Xu et al., 2016).
The third module of understanding others may require individuals to develop quality of listening
and being open to other perspectives and approaches from individuals from different
backgrounds. In addition to this, managing conflicts would enable individuals to address the
situations of conflicts in an acceptable and expected manner. Better control over emotions are
also taught to the individuals, which would ensure that excessive sensitivity and rigidness is
addressed and individuals are more flexible and open towards different styles and approaches for
completion of the tasks. Thus, the chances of resistance can be adequately addressed by the
individuals. Thus, with better understanding of each other’s perspectives and an environment of
knowledge sharing more coordinated activities can be undertaken which would ensure that the
set common objectives are attained in most distinctive manner.

4. Imagine that you have to commence at a new major manufacturing site. What issues or
strategies would you consider in order to prevent the communication problems that were
experienced by the Holden HFV6 plant from occurring?
The foremost strategy which is needed to be applied in order to address communication barrier is
to ensure that the other party is able to understand what is tried to being conveyed to them, and
they put their trust in the message and act accordingly. It is essential that ice-breaking processes
and techniques are applied so that the initial familiarity is increased among the individuals.
Sessions which would require individuals to address the members and share their background
and cultural nuances are needed to be introduced, which would ensure that the chance of basic
cultural familiarity becomes higher (Xu et al., 2017). In addition to this, one of the major
strategies needed to be followed is that certain norms applicable for all the members of the
manufacturing site are drafted, irrespective of the position that they may hold within the
organisation. This would enhance a sense of equality among the members of the teams. These
norms are needed to be set with adequate discussion and consent of all the members in the teams
in order to avoid the chances of bias in the recorded responses.
In addition to this, it would be also tried to be managed that more focus is given on listening and
having an empathetic environment. Understanding each other and having attention to the details
concerning ideas and meanings are necessary. This would increase participation of the
employees. Team building exercises and practices may be also followed in order to ensure that
the individuals are able to have more trust and faith on each other (Merrill et al., 2015). Thus, the
overall quality of the undertaken activities would be enhanced. With the help of strategies as
such, it will be easier for all the individuals within the set up, irrespective of their diverse cultural
backgrounds, to have faith in each other and feel more inclusive towards the organisation. Thus,
they will e able to coordinate with each other and synchronize their respective activities in most
suitable way to proceed towards the organisational objective in a successful manner.

Reference List:
Al-Jenaibi, B., 2017. The scope and impact of workplace diversity in the United Arab Emirates–
A preliminary study. Geografia-Malaysian Journal of Society and Space, 8(1).
Carr-Ruffino, N., 2019. Leadership opportunities for managing diversity. In Gender and
Diversity: Concepts, Methodologies, Tools, and Applications (pp. 651-673). IGI Global.
De Anca, C. and Vega, A.V., 2016. Managing diversity in the global organization: Creating new
Business values. Springer.
Lambert, J., 2016. Cultural diversity as a mechanism for innovation: Workplace diversity and the
absorptive capacity framework. Journal of Organizational Culture, Communications and
Conflict, 20(1), p.68.
Merrill, C., Kriegel, K.C., Nolte, R.A. and Tullis, B.J., KONTEK INDUSTRIES, INC.,
2015. Diversity networks and methods for secure communications. U.S. Patent 9,092,962.
Xu, H., Chen, W., Wei, Y., Gaal, P. and Tingfang, J.I., Qualcomm Inc, 2016. Methods and
apparatus for managing machine-type communications. U.S. Patent 9,510,132.
Xu, H., Chen, W., Wei, Y., Gaal, P. and Tingfang, J.I., Qualcomm Inc, 2017. Methods and
apparatus for managing machine-type communications. U.S. Patent 9,591,429.
Zeira, E.M. and Wang, L., InterDigital Patent Holdings Inc, 2015. Method and apparatus for
managing group communications. U.S. Patent 8,995,365.