d Mendenhall 1992).3.1.3Use Waterhouse to train DonaldsonAlthough it is expected that Donaldson is competent in his duties, Waterhouse could assist Donaldson in making the necessary changes to his approach. Drawing upon his experience and the ways in which he was able to adapt, he would be more than capable of advising Donaldson. Unfortunately the recent acquisitions in Warsaw, Ankara and Moscow will occupy the majority of Waterhouse’s time. Furthermore, Waterhouse’s individualistic nature leads him to believe he “can’t teach cultural savvy”. Waterhouse must realise it will be difficult in the short term but it is something that is necessary. Waterhouse’s opinion is contradicted by Mendenhall, Punnett and Ricks (1995). They assert that when one goes to another culture it is possible to learn that culture.3.1.4Increase reliance on personal assistant or liaisonsFrom the case it is evident that Frau Schweri, Donaldson’s assistant and Frau Lindt, Waterhouse’s assistant, possess an extensive knowledge of various cultures within Europe. “Bettina Schweri who organises Donaldson’s programs is essentially his manager. She speaks five languages fluently and writes three with style.” Donaldson must utilise these strengths to offset his lack of cultural savvy; furthermore her skills could possibly aid Donaldson’s family as a support member, as described in 3.1.5. Additionally, the use of liaisons between each country would compensate for Donaldson current weakness. However, the economic viability of this option may dissuade management from implementing such an approach.3.1.5Local Mentor and Support GroupsIn order to aid Donaldson and his family’s transition to Zurich, Argos should supply a fellow expatriate mentor. According to (Mendenhall et al. 1995) mentors can assist expatriates by clarifying performance expectations, giving advice regarding business and local cultur...
