International companies decided to enter in different markets worldwide by establishing subsidiaries. Considering that there are many distinct possible organizational structures, these companies decided in line with the implemented strategy the proper organizational structure for the affiliates. This implementation considers not only the local structure of the businesses in the subsidiary, but also how the subsidiary reports to the headquarters. Very often the managing directors of a subsidiary consider the organizational structure and the role dictated for them as responsible for the success or fail of the affiliate. This paper approaches how international companies do select a managing director for an international subsidiary and which relevant factor are considered. The existed bibliography was used in the research for this paper as well as a specific survey with over 100 participants. For the survey a group of managing directors, direct superiors of managing directors & heads of global human resources, direct subordinates of managing directors and with external consultants working with managing directors were considered. The intention was to have on this way a 360-degree approach of the group of participants at the survey. Fact is that the conclusion of the survey demonstrated that there are several points for necessary improvement in the selection process of managing directors of multinational companies. The weak points are not depending on the organizational structure chosen or on the role defined for the job holder. The performed survey indicated that international companies are not considering the suggested processes for selection of managing directors for this job, regarding the way of assessment, training, targets, and performance appraisal process, etc. On the end, as a result, several improvement areas were perceived to guarantee a successful process of the selection of a managing director for an international subsidiary.
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