Question 1
Before Cynthia Stroum was appointed ambassador Luxembourg, she was a businesswoman and music producer. Stroum is a graduate of the University of Southern California, where she studied public relations and journalism. She has a professional background in the television and film industries. Although Stroum has been involved in political fundraising for Democratic Party candidates at local and national level, she does not have a background in diplomacy and foreign relations policy issues. According to a report from the inspector general at the State Department, most employees at the US embassy in Luxembourg found her hostile, aggressive, intimidating, and a bully. She literally made the working environment of staff unbearable to the extent that some asked for transfers to war-torn countries such as Iraq and Afghanistan. The report also found Stroum to have been extravagant and not very concerned about her official duties at the embassy. In particular, the embassy spent $3,400 on wine and liquor under her watch.
Question 2
Stroum’s lack of experience with the State Department was damaging to the Luxembourg team. She has a history of managing personal business, whereby she was the boss and possibly not accountable to anybody. Stroum did not have experience in dealing with people she does not have control over. As a result, she managed the US embassy without adhering to traditional core roles of an ambassador. She ended up presiding over activities that should have been administered by assisting staff at the embassy.
Question 3
Stroum was deficient of leadership qualities such as being diplomatic, having a level of integrity, and being a team player (Belbin, 14). It is ironical that a diplomat can be associated with dictatorial and abrasive tendencies, yet their chief goal is to build relationships with others.
Question 4
The first plausible qualification for a person to be appointed as an ambassador should be their knowledge and possibly experience about operations in the State Department. They should also have a history of integrity and verifiable leadership skills that support diplomacy such as being able to build consensus and working with a team (Belbin, 13).
Question 1
Strengths
The strategic team is comprised of shipping accounting professionals of three companies that have a longstanding experience in the field. However, the team fails to make significant progress on its mandate due to flaws in various aspects of team environment, team processes, and team design.
Weaknesses
Organizational environment
Poor communication systems - It is clear that team members in the merger’s strategic team do not have a common communication strategy. The narrator reports that Brad does not have a clue of how to communicate with the rest of the team members.
Dispersed organizational structure - It is quite difficult for employees of different firms to work away from without fast integrating their structure (Halverson, Claire B, and S A. Tirmizi 137). The narrator, Elias, Susan, and Brad have had few opportunities to meet each other. They largely rely on email and conference calls.
Team design
Lack of a clear design of work - The team members work from different geographical locations in different time zones yet they lack a designed way of scheduling their work (Halverson, Claire B, and S A. Tirmizi 12-13). The narrator admits that it is inconveniencing since 7.30 AM in Los Angeles is early afternoon in Boston.
Team processes
Lack of a team development process at the start - The three companies should have integrated their accounting systems before embarking on a common strategic path.
Lack of team cohesiveness - The narrator admits that they disagree with Susan and Brad, though they agree with Elias. The disagreement has affected the progressive of the group’s activities (Halverson, Claire B, and S A. Tirmizi 123).
Question 2
The narrator can improve the effectiveness of their team by implementing the following measures.
Promote effective communication styles
Encourage constrictive feedback
Integrate the interest of each side into the group design.
Encourage cohesiveness by knowing each other individually before engaging through alternative communication tools.
Create an integrated organization structure that harmonizes their operations.
Works Cited
Belbin, R M. M. Management Teams. Hoboken: Taylor & amp; Francis, 2012. Internet resource.
Halverson, Claire B, and S A. Tirmizi. Effective Multicultural Teams: Theory and Practice. Dordrecht: Springer, 2008. Print.
