CASE STUDY: DISCORD INVESTMENTS Case Synopsis Discord Investments brought in a global information technology (IT) consulting firm
Question:
CASE STUDY: DISCORD INVESTMENTS
Case Synopsis
Discord Investments brought in a global information technology (IT) consulting firm to implement a new client/server network. The company was not going to outsource its information systems activities, but the IT staff didn't get along with the consultants because they thought otherwise. The IT staff also fought over scheduling — the consultants wanted to work 12-hour days on Monday to Thursday, whereas IT staff had planned their nonwork lives around a traditional 8-hour day with a five day week. Staff and consultants also disagreed on who should lead the project. NOTE: Although fictional, this case is based on similar events reported at an American flooring manufacturer. The scheduling and leadership conflicts were particularly evident in that real-life situation. Ultimately, the company thought they resolved the conflicts by clarifying rules on these matters and forming an executive committee to resolve further conflicts (likely with more rules and arbitration decisions). It is unclear from that real world case whether the employees or consultants actually experienced less conflict father the company's interventions.
Case Questions
1. Identify and explain the main source(s) of conflict in this case.
2. What actions should the organization take immediately and for future consulting interventions to manage the conflict more effectively?
Critical Thinking Questions
Distinguish task conflict from relationship conflict, and explain how to maintain some degree of task conflict while minimizing relationship conflict.
The CEO of Creative Toys Inc. read about cooperation in Japanese companies and vowed to bring this same philosophy to his company. His goal is to avoid all conflict, so that employees will work cooperatively and be happier at Creative Toys. Discuss the merits and limitations of the CEO's policy.
Conflict among managers emerged soon after a French company acquired a Swedish firm. The Swedes perceived the French management as hierarchical and arrogant, whereas the French thought the Swedes were naive, cautious, and lacking an achievement orientation. Identify the source(s) of conflict that best explain this conflict, and describe ways to reduce dysfunctional conflict in this situation.
You have just been transferred from one unit of the organization to another unit. On the last day of work in the first unit, your current manager calls your new manager informing her that you are a tough candidate and that you possess an attitude. The would-be manager calls you, providing you with the information, and expresses apprehension. How would you resolve this conflict?
You are a special assistant to the commander-in-chief of a peacekeeping mission to a war-torn part of the world. The unit consists of a few thousand peacekeeping troops from the Canada, France, India, and four other countries. The troops will work together for approximately one year. What strategies would you recommend to improve mutual understanding and minimize conflict among these troops?
The chief operating officer (COO) has noticed that production employees in the company's Mexican manufacturing operations are unhappy with some of the production engineering decisions made by engineers in the company's headquarters in Toronto. At the same time, the engineers complain that production employees aren't applying their engineering specifications correctly and don't understand why those specifications were put in place. The COO believes that the best way to resolve this conflict is to have a frank and open discussion between some of the engineers and employees representing the Mexican production crew. This open dialogue approach worked well recently among managers in the company's Toronto headquarters, so it should work equally well between the engineers and production staff. Based on your knowledge of communication and mutual understanding as a way to resolve conflict, discuss the COO's proposal.
Describe the inquisitional approach to resolve disputes between employees or work units. Discuss its appropriateness in organizational settings, including the suitability of its use with a multigenerational workforce.
Jane has just been appointed as purchasing manager of Tacoma Technologies Inc. The previous purchasing manager, who recently retired, was known for his "winner-take-all" approach to suppliers. He continually fought for more discounts and was skeptical about any special deals that suppliers would propose. A few suppliers refused to do business with Tacoma Technologies, but senior management was confident that the former purchasing manager's approach minimized the company's costs. Jane wants to try a more collaborative approach for working with suppliers. Will her approach work? How should she adopt a more collaborative approach in future negotiations with suppliers?
Laura is about to renegotiate her job role with her new manager. She has heard through the grapevine that he is a tough negotiator, highly competitive, and unwilling to take others' needs into consideration. She has also heard that even if he gives concessions in the negotiation, he often fails to keep his word. If you were Laura, how would you prepare for this negotiation?
Managing Business Ethics Making Ethical Decisions
ISBN: 9781506388595
1st Edition
Authors: Alfred A. Marcus, Timothy J. Hargrave