e and giving personal advice of how to survive emotionally. Support groups would be most helpful for his family who have also moved. Undoubtably, alleviating tension at home will improve his professional endeavours. 3.2Solutions to problems with Waterhouse3.2.1Seminars to teach WaterhouseIt is clearly seen in this case that Waterhouse’s preoccupation with his personal well being is hindering both the company and Donaldson’s progression. As similar to the view put forth by Stoner et al. (1994), in section 3.1.1, a continuous learning approach should be adopted so as to best provide effective solutions to the problems at hand. Whilst it seems that in the past Waterhouse was a motivational leader, his individualism has now distanced him from efficiently managing the European Division. To counter this he should attend management seminars with Bill Loun (Loun’s association discussed in section 3.3.1). Primarily, these seminars will cover Hofstede’s collectivism, managing expatriates and transactional and transformational leadership.3.2.2Send Waterhouse back to the United StatesAlthough sending 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. However, the impact of such a change would be detrimental, not only to the morale of the staff, but also to the relationships that have been built by Waterhouse with the other European subsidiaries. 3.3Solutions to problems with LounWhilst it seems that business is running smoothly back in the United States, the Chairman and CEO, Bill Loun seems to have forgotten some basic managerial skills.3.3.1Accompany Waterhouse to SeminarsBy suggesting that Loun accompany Waterhouse to the management seminars (section 3.2.1) it will give him a chance to refresh management ideas...
