I. Background information
On June 6, I interviewed Maoquan Luo, an effective and productive manager. He is 37 years old. Mr. Luo graduated from Zhejiang University in 2000 and obtained his bachelor in applied psychology. In order to advance his career, he enrolled in the MBA program of Lanzhou University in 2012. Mr. Luo has been working at Metersbonwe Group since 2008. Metersbonwe is a famous casualwear retail brand in China and has about 4,700 stores all over China. Maoquan Luo has held the position of the operation manager of two retail stores in Shanghai for almost four years, with a sales volume of more than 200 million RMB.
II. Job duties
Maoquan Luo is responsible for operation of the two retail stores. He needs to make marketing …show more content…
I explained to Mr. Luo that I would like to talk more about risk management in the workplace. I asked him whether he had encountered some risky situations in his work. He said that opening a new retail store or issuing a new product is risky because the response of customers is unknown. I thought that his understanding of risk is a little limited and narrow. Then he let me give some details about the meaning of risky situations. I explained that risk in work contexts here not only means market risk but also includes that risky events or situations that negatively affected our career and identity, work relationships, or the success of the whole organization, such as delivering negative feedback, managing emotion, expressing dissent, maintain relationships with coworkers, and proposing innovative …show more content…
Luo first elaborated on the risk of negotiating workplace relationships. He said that relationships are extremely in Chinese companies. Some old superiors still attach importance to traditional hierarchical relationship and hold the opinion that superiors have absolute authority in the organization while young employees demand more freedom and prefer equal relationships. Mr. Luo said that bullying sometimes occurs when supervisors wield power at their will. Just as mentioned in chapter 5, power abuse is more likely to occur within status-unequal relationships. Mr. Luo acknowledged that it is difficult and risky to maintain relationships with subordinates and supervisors. Then I asked him what measures he took to manage relationships with subordinates. He explained that he often organized some team activities and games, such as outward bound and dining together. It reminds me that regular communicative investments in supervisory relationships at present are helpful when challenging situations occur in the
On June 6, I interviewed Maoquan Luo, an effective and productive manager. He is 37 years old. Mr. Luo graduated from Zhejiang University in 2000 and obtained his bachelor in applied psychology. In order to advance his career, he enrolled in the MBA program of Lanzhou University in 2012. Mr. Luo has been working at Metersbonwe Group since 2008. Metersbonwe is a famous casualwear retail brand in China and has about 4,700 stores all over China. Maoquan Luo has held the position of the operation manager of two retail stores in Shanghai for almost four years, with a sales volume of more than 200 million RMB.
II. Job duties
Maoquan Luo is responsible for operation of the two retail stores. He needs to make marketing …show more content…
I explained to Mr. Luo that I would like to talk more about risk management in the workplace. I asked him whether he had encountered some risky situations in his work. He said that opening a new retail store or issuing a new product is risky because the response of customers is unknown. I thought that his understanding of risk is a little limited and narrow. Then he let me give some details about the meaning of risky situations. I explained that risk in work contexts here not only means market risk but also includes that risky events or situations that negatively affected our career and identity, work relationships, or the success of the whole organization, such as delivering negative feedback, managing emotion, expressing dissent, maintain relationships with coworkers, and proposing innovative …show more content…
Luo first elaborated on the risk of negotiating workplace relationships. He said that relationships are extremely in Chinese companies. Some old superiors still attach importance to traditional hierarchical relationship and hold the opinion that superiors have absolute authority in the organization while young employees demand more freedom and prefer equal relationships. Mr. Luo said that bullying sometimes occurs when supervisors wield power at their will. Just as mentioned in chapter 5, power abuse is more likely to occur within status-unequal relationships. Mr. Luo acknowledged that it is difficult and risky to maintain relationships with subordinates and supervisors. Then I asked him what measures he took to manage relationships with subordinates. He explained that he often organized some team activities and games, such as outward bound and dining together. It reminds me that regular communicative investments in supervisory relationships at present are helpful when challenging situations occur in the