• Client Relationships.
Feedback from existing clients is useful in appraising how well a manager is performing. This is possibly the most direct method: A client complaint or compliment is easily understood and such information can be easily gathered by simply asking the clients.
• Operations.
This links into productivity. The company will show variations in operational performance in response to local economic and social conditions. Interpreting and understanding a marked improvement or degeneration of existing conditions may be difficult from one country to another unless there are pre-existing regulations and routines already in place to monitor operation performance.
• Productivity.
Expatriate managers must conform and adapt to local conditions in the countries of operation. An inability to adapt will lead to a drop in productivity of the company as the individual cannot correctly manage the situation.
• Personnel Resources.
Anyone working in a foreign *environment must have specific knowledge of how to deal with workers on their own terms rather than the terms dictated by their own culture. Managerial appointments should reflect this.
• Human Resources.
Japanese Bridgestone's acquisition of Firestones was complicated by the need to recruit new Japanese managers to complete the acquisition. The existing personnel were unable to adapt to the more intimidating American methods of working. The Japanese favor a more subtle approach. This was apparently not known at the time. As such, any major turnovers in personnel levels, particularly at managerial levels would be a means of appraising managerial performance.
• Training.
Many multinational companies will place their management trainees and managers in a variety of roles and environments specifically to allow them to gain experience. Multinationals can assess how well managers are adapting to such conditions by regular assessments and examinations.
Feedback from existing clients is useful in appraising how well a manager is performing. This is possibly the most direct method: A client complaint or compliment is easily understood and such information can be easily gathered by simply asking the clients.
• Operations.
This links into productivity. The company will show variations in operational performance in response to local economic and social conditions. Interpreting and understanding a marked improvement or degeneration of existing conditions may be difficult from one country to another unless there are pre-existing regulations and routines already in place to monitor operation performance.
• Productivity.
Expatriate managers must conform and adapt to local conditions in the countries of operation. An inability to adapt will lead to a drop in productivity of the company as the individual cannot correctly manage the situation.
• Personnel Resources.
Anyone working in a foreign *environment must have specific knowledge of how to deal with workers on their own terms rather than the terms dictated by their own culture. Managerial appointments should reflect this.
• Human Resources.
Japanese Bridgestone's acquisition of Firestones was complicated by the need to recruit new Japanese managers to complete the acquisition. The existing personnel were unable to adapt to the more intimidating American methods of working. The Japanese favor a more subtle approach. This was apparently not known at the time. As such, any major turnovers in personnel levels, particularly at managerial levels would be a means of appraising managerial performance.
• Training.
Many multinational companies will place their management trainees and managers in a variety of roles and environments specifically to allow them to gain experience. Multinationals can assess how well managers are adapting to such conditions by regular assessments and examinations.
