Please answer all the questions which are 1-3. Thank you.

CASE 2 QUALITY COMPLIANCE AT THE HAWTHORN ARMS By Allen D. Engle, Sr. Sitting in his room at the Hawthom Ama Hotel in Shannon, Ireland, waiting for a moming fight to London and then on to Marsees, Alstar Mackay refects on how uninspiring hotel rooms are. He had just completed a series of meetings with Irish officials in Limerick, condudng with a debriefing session Over a Guinness with his Irish coleagues to plan their next move. Negotiations over a potential contract were proceeding well but there would be labor mplications that would require a formal response. Consequently, Alistair had missed the last evening fight out to London. Another night away from the family. Thank goodness I am not missing our wedding anniversary tomorrow. I must remember to fnd something realy special in the duty-free shop! Six months ago, Aistair was appointed Director of Personnel Development, European Division, for Trianon, an Ango-French avionics frm. Trianon had begun as a subcontractor for the Concorde, and grad- ually had gained a reputation in the 1970s and 1980s as a high qualty, sometimes undependable subcon- tractor for major French and British aerospace defence contractors. Attempts to expand into civilian markets by gaining contracts for the original European Arbus were unsuccessful, though today nearly 30 per cent of Trianon's sales are through civilian contracts. Now, under nav executive management, Trianon is focused on major navigational display contacts for the next generation of Airbus production. Prior to pring Trianon, Astar had worked in the legal department of a Scottish bank. European Union employment require ments had become his speciality, and provided a springboard into his current position His cell phone rings, and he receives an unex- pected call from his coleague Henri Genadry. General Director of Joint Ventures, Mergers and Acquisitions, Display Division. Herri forms him that the expected outight purchase of a scanner-cathode ray tube production facity in Veces, outside of Budapest, Hungary was not going ahead. Instead, the decision had been made at corporate headquarters in Marseiles for a ten-year ont venture with a Hungarian gover- ment backed frm. Henri goes on to explain that the Hungarian control and equity interests in this project are expected to make ministry officials in Budapest happy. Henri was hopeful the decision will make executives and adminis- trators at Malev, the state supportedarine, friendly to Trianon in the long term. 'We will now need a "Quality Compliance Manager" for a three-year assignment in Hungary. It is an important position as we will need to keep tight control on this ont venture operation. There wil be some travel to France and Germany - at least in the frst year -unti we see how things are working out with these new partners.' Aistair asks, 'When do you expect this "Quality Compliance manager to be avaiable?' There is a pause on the other end of the ine after which Herri blandly responds, Five or six weeks f we are to meet corporate timetables. We expect the person to be in on the ground so to speak. We will need a realisto assessment of current processes for a start. The per- on will need to be familiar with the joint venture's objectives and targets. We have some details through the due deigence process but skills audits were some what rushed' Alistar then asks that detais, incuding ajob description, be emaled to his intranet address Well Henry admits, this is out frst joint venture the firm has been involved in outside of the UK, Germany or France. The job description will be very precise on the technical- quality side, but vaque on the administrative-compliance' side. You may need tofill in the missing pieces as you see ft." After a few more minutes of general chatting, Henri finishes the phone call. Aistar plugs his laptop into the telephone port on his room's desk and afer a few false starts, logs on to the secure corporate webste and accesses three personnel fies from a foder he had prepared some weeks ago in expectation that he would be asked for a decision Of course, he had expected the position to be that of Project Engineer in an operation that the firm would have 100 percent of the decision-making process on the Hungarian venture? ownership. Now he was looking for a Quality Compi- ance Manager in ajoint venture. Alistair doesn't like making these kinds of decisions when feeing so remote and disconnected from the fim. He considers caling his friend and mentor Gunther Henrich in Frankfurt Germany and asking him about the Hungarian project, as the German based- divisions had more experience dealing with Hungarian issues. He looks at his watch. It was 22.30. 'Not a civi- lized time to call anyone, let alone Gunther'. Alistair knew that Gunter's wife Britt had presented them with a son tree weeks ago, and they were having trouble getting the child to sleep through the night. I wil cal him from the airport and set up a meeting. I will have the job description by then.' He is also feeling uncomfortable with the process he was going through. Surely we can do better than react like this after the event. Why were we not part 1 Consider the three candidates in Exhibit A. If forced to make a decision tomorrow, which candidate should Alistair choose for the job? What major factors should determine his choice? 2 We are told nothing of the process that Trianon uses to recruit candidates for this level of fral selection. Given what you know about the firm from the case, outine a general recruitment and selection process for Trianon. Describe how your proposed prooRSS fts with 'best' selecton practices as well as the strategic needs of this company 3 Should HR staff be involved in strategic decisions relating to international business operations such as fraisng a joint venture agreement