Solving disputes case studies two

Solving Disputes

Student’s Name

Institutional Affiliation

Case study 1

Solving conflicts amicably in organization is one of the tasks of a manager. Where a section of workforce rise against one of the employee because of his conduct, it is always important to gather enough evidence on the causes and impacts of firing or suspending the victim. Johnny is a young employee serving as a laboratory technician and who is not loathed by other employees because he did not have good looks. The dilemma to have Johnny quit the job lies on his behaviour indications. Once he is employed, he described as being responsible and diligent in his responsibilities as a laboratory technician. Later on, Jonny is accused of destruction of laboratory equipment. His colleagues feel that he should be forced to quit. As a manager the bases for firing an employee should be reasonable enough and devoid of doubts. From this case, it seems that what informs the judgement of other employees is inter alia, their bad relationship with Jonny and no this conduct. It would be apt to gather information on why the group wants him out of the company and try to reconcile the two parties. His bad looks should not be a source of hatred from other members of the staff (Ivancevich et al, 2011).

If majority in the group opts that Johnny should quit his job, then they must convince opposing members to concur with their decision. If consensus is not reached, then Johnny should be allowed to continue with his responsibility as a laboratory technician. If there is consensus that his conduct is detrimental to the progress of the organization, he should either be suspended so that investigations are conducted or else be given a benefit of doubt until he gets involved in another incidence. The fact that the chairperson, who happens to be Johnny supervisor, wants to keep him at least for a trial period may have influence in the decision about Johnny’s fate. His suggestion that Johnny can be helped to grow and become more responsible is appropriate and desirable since it is there is no evidence that his actions were intentional. ((Ivancevich et al, 2011).

Case study 2

The conflict in the Walt Disney Company between the two board members (Disney and Gold) was dysfunctional. Dysfunctional conflicts are those conflicts, which threatens the existence of a company, resulting from poor relationships in the workplace. The Disney conflict arose from poor relationships between the new CEO, Eishner, and the workers, which made the workers to call for his resignations on the grounds that he abused his office power. Eisner has had successful business decisions that led the company to attain the highest recorded rank (Ivancevich et al, 2011). His success does not go down well with the two board members, who in several congress meetings threaten to replace him as the CEO of Disney (Ivancevich et al, 2011).

The situation in Disney Inc. is a weighty matter that needs to be approached meticulously. Decision to remove a performing CEO based on the reason that he has poor relations with board members, may not be justifiable. It seems as a cruel way to deal with internal malfunctions in a firm. However, effecting the proposed change, that is replacing Eisner to Inger, yielded more benefits to the company, by improving the relations between the management and the workers. In this view, management should adopt and institute management systems, which are in line with institutional goals. Eishner was replaced by Bob Iger, who is described as likable and hardworking. The board was satisfied that his efforts would improve the performance of the company. The new management, helped repair the previously deteriorated relationships that the former CEO, Michael Eisner had made in his later stages of his twenty-two year tenure. This change of leadership at Disney Company from Eisner to Iger is prudent in improving the success of the Company. Iger and his management team made a series of good business decisions while systematically repairing the key relationships previously strained by the former CEO. This less confrontational approach adopted by Iger in running Disney Company has been of value to the company as it realigns itself to survive a looming economic recession. This proves that more benefits arise in a company when good relationship between the CEO and the board members is maintained. The two managements are distinct in their handling of issues related to the company’s board of members in that Iger uses the resolving of dispute while Eisner is accommodative to the disputes that arise in the Company (Ivancevich et al, 2011). From the above, it is evident that the management should adopt better management skills, imperative in promoting success of the business.

Reference

Ivancevich, J. Michael, T. And Konopaske, R. (2011). Organizational Behaviour and Management, 9th Ed. New York: McGraw-hill