between Loun, Donaldson and Waterhouse is a vital step in improving the flow of communication between the head office in Detroit and the European subsidiary. Currently Waterhouse is struggling to find a way to tell Loun of Donaldson’s performance in Europe. By having regularly meetings all three can discuss the progress of the changes being introduced by Donaldson. An additional benefit is that Loun can gain a better insight into the operations of the European office and in particular Waterhouse who has been earmarked for future promotion. Recommendation 33.2.1 Seminars to teach WaterhouseWaterhouse’s preoccupation with how his own future is affected by the happenings in the office has got to the point where it is affecting the performance of the company as a whole and in particular the progress of Donaldson. A continuous learning approach should be adopted within the organisation, with the seminars focusing on the successful management of expatriates and transformational leadership. Loun should also attend these seminars to foster the development of the continuous learning culture. Recommendation 43.1.4 Increase reliance on Personal AssistantIt has been a crucial error of judgement by Donaldson to not call on the expertise of his assistant, Frau Schweri, more often and with greater confidence. With her extensive background knowledge of the cultural nuances which exist within continental Europe it is vital that Donaldson use her expertise when dealing with the managers in each country. By better utilising the skills of Schweri Donaldson will be able to gain further insights into European culture and will be better able to fulfil his tasks as set by Waterhouse and head office in Detroit.5ImplementationTable 1: Implementation MatrixRecommendation3.3.23.1.13.2.13.1.4WhoLoun,Donaldson,WaterhouseDonaldsonLoun,WaterhouseDonaldson,Schweri,LindtWhatMeetings between Loun, Donaldson, WaterhouseUndertakes course in cross cult...
