Essays on Bert Donaldson Mistakes - Team Building Assignment

Download full paperFile format: .doc, available for editing

Generally, the paper 'Bert Donaldson Mistakes - Team Building" is a perfect example of a management assignment. Multinational corporations experience crises if the expatriates’ assignments fail (Crew, 2004:1). Bert Donaldson an expatriate in Argos Diesel, Europe was assigned the role of team building. His role is to facilitate and implement training strategies for the European managers, enhance teamwork that would influence the way of managing change and creating vision. However, in this particular meeting, the keynote address he is to give, of which he is not well prepared to report on, has promoted the CEO, Frank Waterhouse to do a deeper analysis of Donaldson functioning.

The span of time he has spent in Argos Europe has not satisfactorily proved his competency as it was expected when he left Detroit for Europe. His commendations are questionable since nothing in practically reveals his abilities and the expectations. Frank evaluations reveal Donaldson failure, based on relationship and coherence building, emotional intelligence, context adjustments, speed and motivation. The role of Donaldson particularly is that of human resource managers. HR managers attain a sustainable change and competitive advantage through a strategic process of utilizing the people in the organization.

However, a change process is always slow and thus, managers need a constellation of enthusiasm, hope and energy if they have to become effective (Walker, Armenakis & Bernerth, 2007). As an expatriate manager, his skills and experience in understanding change, motivation, developing moral purpose, knowledge building, coherence making and relationships have not been realized. Lack of an increased level of commitment from other organizational managers that in turn could lead to positive results is yet to be seen. First, moral purpose inculcated to the members of an organization is an important aspect that every manager should strive to achieve in the organization (Fullan, 2001:8).

It occurs naturally if a manager develops his passion for teamwork and treats members fairly in decision making and implementation of their best strategy towards organizational change. The manager, therefore, increases the potential of getting many followers and network teams which acts as agents to start and drive the change. Moral purpose cultivated on members makes it possible for the organization to make a difference by achieving the desired changes.

It also makes it effective for the manager to lead people in solving the organizational problems with enhanced accountability for solutions. Donaldson role as a manager has failed, since he is not more innovative, to understand the team values, objectives and changes to effectively lead them. The team of managers in Europe, therefore, seems like a separate team whose expectations are failed by the expatriate. Without such a team, the changes that will result will only be on a short-term basis. According to (Mendenhall, 2001) promoting change depends on the build strong relationships between members.

This is core if the leader has to attain the organization common goal. The relationship also enhances continuous communication to facilitate change. For Bert, his relationship with his assistant, Frau Schweri is soar and this due to his reaction to working without consulting. Ursula Lindt has been the central point where managers pour their complaints and since there is a poor relationship with her, Bert has not had an opportunity to realize the managers’ experiences. As, much as he is depicted as a “ Work Animal” , his transactional approach is not possible without first creating a good rapport.

The meetings have been too formal, streamlined and therefore there has not been enough time to let other people understand him as well as him understanding them. A manager through the emotional intelligence, promote positive impact by utilizing people potential to advance change and competitive advantage. It is, therefore, a process Donaldson has not engaged in, by creating, controlling and maintaining good team relationship.


Altinay, L., 2006. Selecting partners in an International Franchise Organisation.International Journal of Hospitality Management, 25(1), p.108-128.

Castrogiovanni, G.J. & Kidwell, R.E., 2010. Human resource management practices affecting unit managers in franchise networks. Human Resource Management, 49(2), p.225-239.

Chew, J. 2004, Managing MNC Expatriates through Crises: A Challenge for International Human Resource Management, Research and Practice in Human Resource Management, 12(2), 1-30.

Fullan, M. 2001, Leading in a culture of change. San Francisco, California: Jossey-Bass.

Handin, K. & Steinwedel, J.S., 2006. Developing Global Leaders: Executive Coaching Targets Cross-Cultural Competencies. Business, 26(December), p.18-28.

Harvey, M., & Novicevic, M. 2001, Selecting expatriates for increasingly complex global assignments. Career Development International, 6(2), 69-86.

Leaders: Policies, Processes, and Innovations. Westport, CT: Quorum Books.

Mendenhall, M. E., Kühlmann, T. M., & Stahl, G.K. (Eds.), 2001, Developing Global Business

Simoff, S.J. & Sudweeks, F., 2007. The language of leaders: Identifying emergent leaders in global virtual teams. In K. St Amant, ed. Linguistic and Cultural Online Communication Issues in the Global Age. Information Science Reference, pp. 93-111.

Varner, I. 2002, Successful expatriation and organization strategies. Review of Business, 23(2), 8-12.

Walker, H., Armenakis, A. & Bernerth, J., 2007. Factors influencing organizational change efforts: An integrative investigation of change content, context, process and individual differences. Journal of Organizational Change Management, 20(6), p.761-773.

Weech, W.A. 2001, Training across cultures. Training and Development, 55(1), 62.

Download full paperFile format: .doc, available for editing
Contact Us