Health Services Administration class work Please read through and make sure you fully understand the Material. There is a separate folder with the assignment and instructions attached. Thank you

Running head: CASE STUDY ON CONFLICT AND COOPERATIONS 0

Case Study on Conflict and Cooperation in Healthcare Organization

Name

Professor

Due Date: April 5, 2021

Case Study on Conflict and Cooperation

Source of Conflict between Marketing and Human Resource Department

The source of conflict between Jamie and Rita relates to work norms. In this conflict Jamie disagrees on work performance and process. Rita was following the pool interdependence method whereby her unit was working independently to develop a new brand image that could be enforced as a team. Rita main concern was to develop brand image that could please the CEO. Jamie on the other hand supported the idea of engaging workers and involving them in the development of new brand image and ensuring there is less or no opposition once the new brand image was developed. Rita did not want to share the success of her work with other departmental roles. Secondly, the interdepartmental conflict developed due to role ambiguity whereby one person is taking lead on roles belonging to the other person. Role ambiguity arose when Jamie realized that Rita was overstepping in her territory and looking down over her competency. Lack of buy-in from staff led to lack of acceptance of the brand developed by Rita.

Rita Lansing head of the Marketing Department respond to the conflict

Rita was more assertive as she dedicated her effort towards satisfying her own needs and interest. Developing a new brand image without the involvement of any other department enabled her to take all credit from the CEO and that’s why her interest was only focused on pleasing the CEO. Rita maximized the assertiveness and minimized the empathy. She pays less attention to the relationship between human resources and the marketing department as she was more focused on winning and claiming the biggest piece of the pie and that’s why she informed the CEO and Jamie that all internal and external communication documents were to be approved by her to avoid the document devaluing her brand.

Jamie Richards, head of the Human Resources Department responded to the conflict

Jamie employed the empathy and cooperativeness dimension as she dedicated her efforts towards satisfying the needs and interests of the workers and organization at large. Jamie was concerned on satisfying workers in her department who were essential in the implementation of the new brand image. She responded by employing an accommodative conflict style. Jamies maximized empathy and minimizes assertiveness whereby she derived satisfaction by satisfying the need of others. To ensure workers' interests are addressed she presented her concerns to the CEO and when the CEO supported Rita she gave up out of concern for the relationship. She believed agreeableness was more important than winning especially when the CEO supported Rita's action. This explains her decision to go ahead and reorganized her staff waiting for the implementation of a new brand image.

Agree or Disagree with Ms. Richards of Human Resource

I did not agree with Ms. Richards of human resources on how she responded to the issues. Ms. Richards should have been more collaborative in asserting her point to ensure the workers interest and concerns were met. Her strategy of employing accommodating styles of conflict did not help in handling the conflict because it only enabled the CEO and Rita to push their interest to implement a new brand image while disregarding the interest of workers who were key stakeholders in marketing or implementing the new brand image. Human Resource Department, after the new brand image was developed she was tasked with responsibility of implementing the new brand rules and she was the one who was blamed for the changes.

First, Jamie allowed Rita to give shirt, caps and lunch boxes to permanent employees disregarding temporary employees. The issues created animosity and dissatisfaction.

Jamie was not allowed to take part in a brand image but due to her style of addressing issues by being more accommodative she was allowed to enforced brand rules. Employees assumed the brand rules were a nuisance and resented the fact that they were to be followed. The employee felt that Jamie was forcing staff to adjust to the new corporate image. Her action was misinterpreted and the workers shared their dissatisfaction within the platform she had created to promote communication between executive and employee.

A better outcome for the organization

Yes, there could be a better outcome if workers were involved in the process of the brand image development as it would have enabled the employees to feel like part of the team and as a result, they could support the new brand image. Failure to involve employees and failure to offer gifts uniformly only created animosity that initiated this challenge. Giving a gift to all employees as part of the team would have helped to motivate them. Also, employing comprising conflict styles whereby the CEO compromise his interest and Rita's interest to be fairer would have helped address this situation. This means that Rita would have worked with Jamie even if she was to be allowed to take charge of all activities to be undertaken by the two departments without disregarding the workers engagement. This way, workers would have participated in the new brand image development hence it would have helped promote workers' buy-in.

Reference

Adrtoolbox.(n.d)Dual Concern Model. Retrieved http://www.adrtoolbox.com/library/the-dual-concern-model/#:~:text=The%20Dual%20Concern%20Model%20assumes,one's%20own%20needs%20and%20interests.

Feedback from Professor: Thank you for your excellent response. Good connections between the model and behavior exhibited by both Jamie and Rita.