son3.1.1International Management StudiesSend Donaldson to do an International Management Course in US or Europe with particular detail to European culture. While this will be time consuming it will help Donaldson develop an awareness of European culture and what is expected of a manager in a European context. As Stonner, Yetton, Craig and Johnston (1994) express, “…the world is too complex…to allow [cultural] strategies to be developed all at once…instead strategies emerge in small steps over time...through a process of adaptation or learning.” This will also help him with his handling of different sub-cultures within the European context. Undoubtedly there will be lessons on differing regions of Europe, and with the recent addition of Polish, Turkish and Russian subsidiaries this seems to be a practical option, as long as the firm can function without his presence at times. 3.1.2Send Donaldson HomeSend 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. This will generate a regiocentric predisposition “causing the firm to blend its own interests with those of its subsidiaries on a regional basis.” (Hodgetts and Luthans 1997, p.217). This may alleviate the tension and frustration amongst the workers, of not having a manager that understands their needs and wants. The problem with this solution is that it contradicts the desires of the US head office to have ‘one of their own’ running Europe the ‘American’ way. Additionally this may denigrate relations with head office as they may conclude that Donaldson is not the problem, but rather the European system and its controllers are. Furthermore, another major move for Donaldson and his family may see him leave the company, with 20 percent of repatriates leaving their companies within one year of return. (Black, Gregersen an...
