Derailment and Conflict in an Organization

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Executive Summary
From the case of Thomas Green we found that there are some serious problems within the organization. The 2 main issues that we thought it was important for us to discuss are derailment of Thomas Green and also the conflicts with regards to the difference in personalities and power struggles within Dynamic Display. We found that the problem stemmed from Green himself for his inability to adapt to his new role and also the way McDonald had handle the promotion. These 2 issues generated conflicts between Davis and Green and also drove the conflicts from being C-type into A-type. In our conclusion we believe that there are several ways to help stop Green from derailment and also resolve the conflicts that are present in the case. We would list out the actions that should be implemented to resolve the problems to prevent similar situations from happening again. The solutions include training, mentorship and also driving the conflicts back to being C-type by focusing on the company’s objectives rather than personal issues.
The 2 problems we have identified are derailment and conflict. Green’s Derailment:
Derailment is a common problem in an organization. A capable employee is promoted to new roles without enough training and improper understanding of the new functions and demands; often the impact of the derailment is detrimental to organizations. In Green’s position, he was supposed to identify trends, evaluate new business opportunities, establish sales goals and then develop general market and specific client strategies. When he failed to accomplish his new tasks, it had a negative impacted on the diversification and the growth of Dynamic Display. There were numerous reasons contributing to the derailment of Green but an incomplete HR system was the key factor for the failure. During Green’s promotion process, the sole decision maker was McDonald, whom knew that Green might not have the right skills for the post, but still, because...
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