For teaching reasons, this is actually the commentary-only form of the HBR case study. The case-only version is reprint 95401X. The entire case study and commentary is reprint 95401. Frank Water house, CEO of Argos Diesel, Europe, is exasperated. Bert Donaldson, who showed up in Zurich last year to produce a European team--to facilitate communication one of the parts providers that Argos has acquired in the last 2 yrs--just is not exercising. Although he's excellent qualifications, both like a effective team builder at Argos Worldwide in Detroit so that as an instructor in Cairo, his style appears abrasive here and that he is behind schedule in applying they-building program. Furthermore, Water home is worried that Donaldson's failure will reflect badly on themself. But Water house can't simply fire Donaldson. Donaldson is really a wise guy with an eye on genuine achievements in the USA. If he will get fired, his career might be destroyed. Further, the CEO of Argos Worldwide thinks the field of him and it is relying on Water house to create this assignment work. Can Water house train Donaldson cultural awareness? Can he help him become good at his job? Water house has scheduled a discussion with Donaldson to go over the problem. What should he say? In 95401 and 95401Z, Douglas A. Ready, Susan Schneider, Bjorn Johansson, Fons Trompenaars, and Roman Borboa offer suggestions about this imaginary case study.
Estimated Submission On |