It is clear that there are crucial issues that need to be addressed following the employee satisfaction survey that was recently conducted at the CMA Company. Much is to be desired on mostly the leadership ethics that is being practiced at the firm. Here, I will highlight the different conflict issues that are facing the firm and inform the participants on how they can resolve the same.
To begin with, the first major allegation that needs to be looked into is the matter of nepotism by the leaders. It is clear from the survey, that the recruiters are awarding new employees with entry positions not on the basis of merit as it should be. In turn, this grave practice has jeopardized the operations of company as the employees have lost faith in their bosses making them to skive from work. This directly affects the company as the general productivity is immensely reduced. It has become impossible to meet the growing customer needs and expectations which translates to direct losses for the entire firm. The staffing irregularity needs to be addressed immediately by punishing the leaders who practice nepotism by putting strict rules against this act. The employees should also be closely scrutinized again to establish that those employed do indeed meet the relevant qualifications for the positions they hold.
The second major conflict facing the CMA is the matter of communication particularly among the leaders in different departments. The leaders are using different administration styles in their respective departments which is causing confusion among the employees on how to approach and relate with their bosses. According to Sonja Diaz, a production employee, she feels that she cannot approach and share her ideas on how to improve the production process with her boss due to the transactional leadership. The communication process should be made easier between leaders and their employees. Alternatively, a new position can be created which will coordinate all the departments and aid in making the interactions among them easier.
During a meeting with Jared, I discovered that CMA doesn’t have a protocol in place for conflict resolution. I think this is a more serious situation and another opportunity for training and development. The VPs and managers would all benefit from this information.” In this regard, I recommend that the first step is to establish an effective and acceptable conflict resolution process that will act as a backbone in streamlining all the shortcomings identified above.
Response to James’s Post
In my view James has done a good job in giving a comprehensive discussion regarding organizational conflict. He was able to identify the different types of organizational conflict that can arise in any particular group and gave examples of causes of conflict including: misunderstood expectations from management among others. However, I feel that James was very general in his explanations and he focused more in giving the causes of conflict rather than identifying the ways of addressing or solution to these problems. He did not address the specific challenges facing CMA such as nepotism, lack of a conflict resolution process among others.
Response to Christine’s Post
The post made by Christine appears to me as a very general description on the topic in question and it lacks connection to the actual situation give in this problem. In her general description, she identified three major groups of conflict which are task, process, and relationship. These three groups of conflict do cover the conflict facing CMA Company but she does not describe which actual problem is in what category. Furthermore, Christine does not match the problems that are being encountered in the company to the possible solutions on the same. It is however a good background which more research can be done to come up with efficient solutions from it.