find and read the article listed below and then in a 3-4 page paper answer the f
ID: 400800 • Letter: F
Question
find and read the article listed below and then in a 3-4 page paper answer the following: Required Materials Aleda V Roth, Andy A Tsay, Madeleine E Pullman, John V Gray (2008, Jan) Unraveling the Food Supply Chain: Straegic Insights from China and the 2007 Recalls, Journal of Supply Chain Management, Tempe, Vol. 44, Iss. 1; pg. 22. 18 pgs. Bandyopadhyay, Jayanta K., Lawrence O. Jenicke. (2007, March) Six Sigma Approach to Quality Assurance in Global Supply Chains: A Study of United States Automakers, International Journal of Management. Poole: Vol. 24, Iss. 1, pg. 101, 7 pgs. Matthes. Charles R., (2006, Nov.), Linking the Supply Chain to TQM, Quality Progress, Milwaukee: Vol. 39, Iss. 11, pg. 29,7 pgs. Q1. Describe the quality control implications of the major changes that have taken place in food chains today compared to the past. Q2. Why is it important to understand cultural diversity and political differences when implementing quality control initiatives at the global scale? Q3. Discuss the role and importance of the "6-Ts" (Traceability, Transparency, Testability, Time, Trust, and Training) relative to food supply chain quality management.Explanation / Answer
PLEASE RATE ME AND AWARD MEKARMA POINTS IF IT IS HELPFUL FOR YOU Effective workplaces are characterized by high levels of trust (Golesorkhi, 2006)(Gill et al, 2005). Trust enables people to take risks (Jarvenpaa et al, 1998).Employees trust each other according to the perceived level of trustworthiness (Gillet al, 2005) (see also Figure 3). A commonly used set of determinants for trustworthiness are: integrity, ability, and benevolence (Gill et al, 2005) (Jarvenpaa etal, 1998) (Mayer et al, 1995).In a cross-cultural setting cultural similarity plays a key role in trust (Golesorkhi,2006). It is natural for all cultures to trust their in-groups and distrust dissimilar groups (Triandis, 2003). In high power-distance cultures others are more likely to beconsidered a threat than someone to trust (Casimir et al, 2006). High context culturesdefine trustworthiness through the context of the situation and events surrounding thesituation (Tan and Chee, 2005) (Casimir et al, 2006). AbilityBenevolenceIntegrityTrustor’spropensity T r u s t Risk taking in arelationship O u t c om e Perceived risk Figure 3. Model of Trust (Mayer et al, 1995) 23 When the trustor does not have knowledge of the subject and must rely on an expert(trustee), cultural similarity becomes the most important factor (Siegrist et al, 2000).Often the managerial response to not having knowledge is tightening control andmonitoring. Tightening control and monitoring reduces the perception of trustworthiness of the manager (Whitener et al, 1998) and reduces trust in theorganization (Schoorman et al, 2007).Trust propensity varies according to the trustor’s culture, developmental experiences,and his or her personality traits (Bird and Osvald, 2006) (Brown et al, 2004) and becomes especially important in cross-border knowledge exchange (Roberts, 2000).In collectivist cultures trust is built only over time. Some cultures prefer the use of intermediaries to lend trust to the relationship in the beginning (Bird and Osland,2006). When dealing with collectivist, high power distance, high context and highuncertainty avoidance cultures, trust building exercises are required before andduring interaction (Elahee et al, 2002).Individualists tend to trust strangers until otherwise proven (Bird and Osland, 2006)(Alon and Brett, 2007), but will never trust their partners as deeply as collectivists.Individualists are also more prone to use information to pursue opportunistic targets(Griffith et al, 2006). In high power-distance cultures distrust between supervisorsand sub-ordinates is customary, because in these cultures superiors do not actively build trust; they create stability through inequality (Casimir et al, 2006).“Mutual trust is most likely to occur when people are positively oriented to eachother’s welfare” (Brown et al, 2004). Richness of face-to-face communication helpsto reduce difficulties caused by cultural differences and hence expedites the processof building trust (Roberts, 2002). When communicating electronically it is difficult to judge benevolence, hence integrity and ability play a more important role in virtualteams (Jarvenpaa et al, 1998). 24 Trust is pivotal in preventing geographical distance from leading to psychologicaldistance in a global team (Jarvenpaa et al, 1998). Globally dispersed teams have less possibilities to reflect and develop trust (Sauders et al, 2004) (Maloney and Zellmer-Bruhn, 2006); the global and virtual context constrain and impede the developmentof trust (Jarvenpaa et al, 1998). The resulting trust gap undermines credibility, sapsenthusiasm and commitment, often leading to mediocrity and teams failing to meeteven that modest level of performance (Walker, 2002). Reduced communicationincreases also burn-out and reduces overall agility of the project team (Walker,2002).At the on-set of virtual collaboration ability is a leading factor in creating trust, withtime benevolence becomes more important (Jarvenpaa et al, 1998). Jarvenpaa et al(1998) found that members in high trust teams exhibited individual initiative,volunteered for roles, met their commitments and the team dealt decisively with“free-riders”. The high trust teams in the research by Jarvenpaa et al (1998) usedconfrontation to deal with “free-riders” and informed the project coordinator of non-active members. These are typical modes of operation in individualist cultures.Building trust in a relationship requires that one party makes the first move. Whitener et al (1998) suggest that building trust should be initiated by the manager.Impediments for the manager to make the move are
Related Questions
Navigate
Integrity-first tutoring: explanations and feedback only — we do not complete graded work. Learn more.