The Floundering Expatriate

The Floundering ExpatriateCase Study Presentation

Case Presentation By: Siraj Kureshi, Anil Kumar, Mayank Verma, Nishant Raj

IntroductionCharacters in case:Argos International's CEO and chairman, Bill Loun.Frank Waterhouse, CEO of Argos Diesel, Europe.Bert Donaldson faces the company's Europeanmanagers--executives of the parts suppliers that Argos has acquired over the past two years.Frau Schweri, Donaldsons assistant and Frau Lindt, Waterhouses assistant.Sauras, the Spanish director. Maurizio, the director in Rome.Paul Janssen, vice president of human resources for Argos Europe.IntroductionAt present the organization is not fully utilizing the resources which it possess.Donaldson does not have the ability to speak to write in any European language, yet his Personal Assistant does.Frank Waterhouse is disappointed with Donaldsons performance.Donaldsons was a well known performer in Detroit head office. There are lot of directors from various region facing problem in working with Donaldson.Waterhouse is worried about the completion of assignment in Europe.

Problem In CaseThere are three major issues at the heart of the problems of the organization- culture, communication and leadership and motivation.Donaldson is not the only one guilty of causing problems in the Zurich office. Frank Waterhouse has also added to the woes of the company.

Problems In caseCultural Differences- Bert Donaldson has a lack of cultural savvy and sensitivity. Ethnocentrism- Donaldson assumes the way he has been taught to perform a task is the best way of performing that task and is averse to listening to other ways of achieving results. Ignorance of sub-cultures- Donaldson has also failed to consider that within the confines of the European culture and even within the Swiss culture, differing sub-cultures exist.

Problem In case Inability to Adjust- Donaldsons wife is distressed and Donaldsons daughter is failing school. Individualism- Waterhouse had been enthusiastic. Donaldson could help him reach the top. Masculinity- European workers are concerned with Donaldson working late. Workers in Germany would be happy with him saying what he has to and then leaving, while workers in Portugal would prefer a long lasting conversation.

Relates to the degree of masculine values - assertiveness, materialism, and a lack of concern for others.Problem In CaseCommunication- managers have failed to adapt their skills to new cultures. Again, Donaldson is not the only culprit, Bill Loun, CEO and Chairman of Argos International also has communication problems.Paralanguage- the conversation between Waterhouse and Loun, when Louns voice boomed down the phone line.High vs. Low Context- Donaldsons lack of cultural awareness has caused problems for him, this time based on the context of the communication. Lack of communication between United States and Zurich Offices- there seems to be no communication between the United States Headquarters and Donaldson, and only very little between them and Waterhouse.

Low Context cultures use formal, direct communication that is verbally expressed.High Context cultures use extensive nonverbal information to convey the message: cues, gestures, and facial expressions.

Problems In caseLeadership and Motivation- from the evidence provided in the case Donaldson is not good leader. - Donaldson has no idea of best practice ways of doing things in Europe.-Donaldson has not been able to adapt his approach so as to more suitably fit the European environment. -Donaldson being an ineffective leader, and have contributed to his inability to motivate his employees.

Solutions Solutions to problems with DonaldsonInternational Management Studies. an awareness of European culture and what is expected of a manager in a European context. Send Donaldson Home. Send Donaldson back to the US without completing his duties and replace him with a European, who would be more adept in the handling of European cultural issues.Use Waterhouse to train Donaldson.Increase reliance on personal assistant or liaisons.Local Mentor and Support Groups.

SolutionsSolutions to problems with Waterhouse.Seminars to teach Waterhouse. In this case that Waterhouses preoccupation with his personal well being is hindering both the company and Donaldsons progression. Send Waterhouse back to the United States. Waterhouse back to the United States during the first year of his second, three year contract is a drastic measure, the company cannot afford to employ a manager who is solely devoting his time to three projects and letting the internal culture of the firm diminish.

SolutionsSolutions to problems with Loun.Accompany Waterhouse to Seminars. By suggesting that Loun accompany Waterhouse to the management seminars it will give him a chance to refresh management ideas and communication skills. Schedule meetings between the United States and Europe. By ensuring communication lines are open with Donaldson, Loun will be able to make sure that he has settled properly.

Recommendations & ConclusionInternational Management Studies.Schedule Meetings between the United States and Europe.Seminars to teach Waterhouse.Increase reliance on Personal Assistant

Final ThoughtHuman Resource Management practices vary across borders.Both home-country and host-country economic, social, cultural, political, and legal factors influence and constrain HR functions.Corporate strategies guide and determine how HR works in an organization.Global experience and good knowledge of IHR can enhance ones career as a successful manager whether one works at the home-country headquarters or overseas.Thank You!Ques & Ans ?