Time Schedule vs.Product Enhancement (srashba)This case involves 2 European countries.The first company,a manufacturerheadquartered in Milan,Italy,needs a more efficient system for its shipping department.They contacted a German software design compa

Time Schedule vs.Product Enhancement (srashba)This case involves 2 European countries.The first company,a manufacturerheadquartered in Milan,Italy,needs a more efficient system for its shipping department.They contacted a German software design compa
Time Schedule vs.Product Enhancement (srashba)
This case involves 2 European countries.The first company,a manufacturer
headquartered in Milan,Italy,needs a more efficient system for its shipping department.
They contacted a German software design company to develop and produce new
computerized equipment for its warehouses.
The two companies entered into a 4-step agreement with target completion dates for
each step.The four parts involved developing software specifications for the shipping
department,designing the software,manufacturing the machines with the software,and
delivering/installing the new machinery.
In the beginning,the meetings were very friendly and productive.Both parties agreed
on the initial specifications and began the work.The representatives communicated
freely and comfortably in English.Yet after several months,they stopped speaking with
each other and the spirit of cooperation ended.
The engineers from the German company were frustrated because their Italian
counterparts changed the software plans very often.The Italian representatives always
had new ideas and changes---even after they had agreed on details---and this delayed
production.Furthermore,according to the German representatives,the Italians did not
respect the work schedule and consistently missed deadlines.
The Italian representatives were equally disappointed.In their opinion,the German
team did not consider their new ideas which could lead to a new and improved product,
insisting that “they had already completed that step” in the process.To the Italians,it
seemed as though the Germans were more interested in the timelines than in the quality
of the product.
What is the main reason for this disagreement?
What can the two companies do now to resolve this problem?
What would happen if one of these companies were from your country?

Time Schedule vs.Product Enhancement (srashba)This case involves 2 European countries.The first company,a manufacturerheadquartered in Milan,Italy,needs a more efficient system for its shipping department.They contacted a German software design compa
时间安排与加强产品
时间安排与加强产品（ srashba ）
这起案件涉及2个欧洲国家.第一家是总部设在
意大利的米兰的制造商,这个公司的发售部门
需要一个更加有效率的制度,为此他们联系了一家德国软件设计公司,来开发并生产全新电脑设备的仓库.
这两家公司制定了一个包含四个步骤的协议,而每个步骤都预期在指定期内完成.
四个部分分别为：开发一个用来规范航运部的软件,设计软件,制造机器的软件,提供/安装新机器.
一开始,会议都是在一股和睦的氛围下展开,并且也收到一定成效.双方就最初的规格达成共识,并开始工作.与会代表们用英语进行自由的交流沟通.然而,几个月后,他们之间不再进行交流,彼此间合作实质上也宣告结束.
因为那些意大利的合作人频繁改变软件的计划,德国公司的工程师们感到沮丧.意大利的代表总是
有新的想法和变化---即使双方已经连细节都上定好了---这耽误了
生产.此外,在德国的代表的眼里,意大利人不
严守工作日程表并且不断的错过最后期限.
意大利的代表也同样感到失望.他们认为,对于他们那些可能改进产品的想法,德国人不但置之不理,相反他们坚持“他们已经完成了这一步”.在意大利人看来,相比时间表和产品质量,德国人似乎更倾向于前者.
主要是什么导致这一分歧的呢?
这两家公司现在要怎样解决此问题?
如果这两家公司有一个来自你的国家,会发生什么情况?