Research Paper on:
No Win Situation of Ted Chung and Karen Leary?

Unformatted Sample Text from the Research Paper:
of the growing ethnic populace in todays workforce. Networks of cooperation; group conflicts; systems of power and influence; career paths; reward systems; etc. all shape/ affect how people manage  their on-the-job maneuvers, and in turn how they themselves are managed. The managerial decision of one Merrill Lynch general manager, Karen Leary relevant to her handling of new employee, Ted  Chung is a resounding example of good and not so good maneuvers and managerial choices. This essay provides an analysis of both parties points of view (Gentile, 1996).  In a stroke of what she believed to be sheer brilliance Karen Leary, a Merrill Lynch brokerage manager hired Taiwanese financial consultant,  Ted Chung to more effectively court Taiwanese clients, and increase profits at the branch she managed. Previously, Leary had been forced to navigate the turbulent waters of Taiwanese business  practices herself, and she had done so without much success. Therefore, when she decided to bring Chung on board, it was her belief that he would remedy a plethora of  her past failings, while also adding genuine value to the corporation (Gentile, 1996). Her company objectives within the constructs of the Merrill  Lynch organizational strategy were to create and maintain a high-producing, successful team whose diverse and talented members supported one another. Moreover, being able to provide comprehensive customer service to  further assist Merrill Lynch customers in the attainment of their long-term financial goals was also a significant consideration. In addition, hiring Ted Chung was a definitive/ demonstrative act that  she believed would help the company in its successful penetration of the lucrative and relatively untapped Taiwanese market. Furthermore, when Leary hired Chung she assumed that as her subordinate