o the issues, alternative solutions recommendations and implementation of the recommendations had the word limit provided. 2Issues and Their Evaluation2.1 Cultural DifferencesIt is clear from the outset of the case that Bert Donaldson has a lack of cultural savvy and sensitivity. This means, he is unaware “of the cultural variables that affect management decisions and…[is not] caring about another individuals culture.”(Deresky 2000, p.104) As a result of this his leadership is tainted and a number of sub-issues become evident.2.1.1EthnocentrismEthnocentrism is a key sensitivity problem for Donaldson. By adopting an ethnocentric approach to management, 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. This is best illustrated when Donaldson is talking to Frank Waterhouse, “I’ve tried everything…they’re just going to have to join the rest of us in the post-industrial age, learn to do things the Argos way.”2.1.2Ignorance of sub-culturesDonaldson has also failed to consider that within the confines of the European culture and even within the Swiss culture, differing sub-cultures exist. Each has levels of morals, beliefs and goals “which conform only in varying degrees to the national culture” (Deresky 2000, p.111). Therefore, members of each culture are likely to expect business to be done in the manner to which they are accustomed. For example, “…the Portuguese would have responded had he [Donaldson] brought [the survey] personally.”2.1.3 Inability to AdjustIt would be a massive oversight if the company failed to realise the effect of a major relocation for Donaldson’s family. According to Tung (1998), “33.7% [of expatriates] said it took 6-12 months [to adjust]; while 5.2% said that they never felt completely comfortable abroad. This i...
