Product Development Centre

Networking was the approach choosing to manage the people in the product development. The selection was based on the cultural knowledge of the candidate in relation to their working environment. Then, the experience in the practice of the job and the commitment of the candidates will be considered. Furthermore, a positive atmosphere is established to promote an easy interaction between employees which at the end will be beneficial for the company. Thus, individual performance enables to motivate workers in doing their jobs and also to see their contribution in the company.

2- According to the model "Type of Global Managers", Peter Hanson can be defined as an expatriate manager because even though he is American and lived in California, he went to work in Shanghai when he was appointed to a management position at the creation of a new Product Centre Development in Shanghai.

3- Peter Hanson, instead of looking for expatriate workers to do the job, will be better off by hiring people who already reside in the location of the center. This attitude will reduce the cost of hiring people and consequently save the company money. It will cost money to hire those workers and settle them down. Moreso it will take some time for those employees to get accustomed to their new working environment and also to learn the culture.

Another point to talk about is the lack of technical competency that Hansen fails to consider in his hiring process. He believes that a good communication between employees can produce goods results. Nevertheless, without technical competency even though people get along well, the job cannot be well executed and moreover there is tendency of problem to arise as people are less qualified for the position they occupy. Even though, collaboration can help achieve greater results, without an expertise when a problem arises, people will not be skilled to resolve it.

4- Paul Hanson needs to develop some technical knowledge,