The Case of Karen Leary

Paper Summary:

This paper explains that the case of Karen Leary, manager for a Merrill Lynch investment company office and Ted Chung, one of her financial consultants, raises issues of management style, the ability to recognize the value of subordinate, and the need to accommodate cultural differences. The author stresses that, given that one of the reasons for hiring Mr. Chung in the first place was to nurture business in Taiwan, the issue of cultural differences becomes especially important and must be addressed early to prevent creating hard feelings and a bad reputation in the target market. The paper analyzes the case in terms of specific elements in the behavior of both Karen Leary and Ted Chung and in light of a consideration of management principles and observed cultural differences between American business and business in Taiwan.

Table of Contents
Introduction
Summary
Karen Leary (A)
Conclusion

From the Paper:

"Karen Leary has to determine what to do about his request. Her own background is important to the degree that it informs this case and suggests why she reacts as show does and what decision she is likely to make. Her superiors see her as sales-oriented and as having developed an innovative sales and training program. As manager, she also oversees brokers' trades and has been praised for the way she achieves that task. Her superiors are happy that she has increased business by 30 percent, but some of her underlings are less pleased because she is a hard task master and keeps after them more than they believe she should or needs to do."

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