The paper "The Influence of National Culture and Organizational Culture" Is a great example of a Management Assignment. In today’ s world, conflicts have become a key issue in many organizations. In many cases, conflict wastes valuable human resources that would be better utilized to enhance the organization’ s effectiveness. Research demonstrates that practicing managers spend most of their time resolving conflicts. This case analyzes the strained relationship that followed when Melinda, a close friend of Deborah was promoted to a more senior promotion as an executive support manager. The matter was so serious that the friendship ended finally, and they never talked to one another.
The change in management structure was a blow to Deborah who refused to accept the decision of the executive director. She had to be moved to another department in order to cope with the change that took place. B) Questions 1. What do you think caused Deborah to react in such a manner towards Melinda? Do you think these reactions were justified? Deborah had been used to taking her time in carrying out her duties and also left at her own time in order to attend to her personal affairs.
She arrived late for work and took extra hours during the lunch break (Tee & Ashkanasy, n.d). She was already accustomed to this kind of life and changing from it would be more than she could handle. Moreover, there were policies introduced to effectively steer the organization in the right direction. They were strict, and time-consuming to a point that the members of staff would have to work late in order to accomplish them, a thing that Deborah was finding hard to cope with.
In addition, the appointment of Melinda to supervise them was unacceptable in the eyes of Deborah as she knew that her friend would push them to work hard in order to impress her boss and meet the goals of the organization. Melinda would not favor her at the expense of the other staff, and her attempts to work on her own routine were fruitless. She had to extend when the need came and finish her designated job. She maintained fairness and would ensure that all worked in accordance with the set policies.
Alternatively, Deborah held that Melinda did not deserve the position that she was bestowed since she had only worked for a period of two years. This is a clear indication that she was jealous and felt unappreciated after working for a period of at least fifteen years. She probably felt she was the right candidate for the position. Deborah’ s reactions were unjustified and selfish. The issue of Melinda getting a bigger position was part of the changes that happen from time to time in organizations.
There was nothing personal about the promotion or the measures that Melinda was implementing in order to meet the proposed standards and job requirements. It was part of the management plan to ensure that employee contribution was well observed in order to realize the benefits. Deborah should have been ready and willing to adapt to these changes and form part of the team that would see the results realized. Alternatively, Melinda did not promote herself. It was the executive director's decision to put her in a senior position. Therefore, Deborah was not justified to make so much fuss about her new position and also make other employees believe that she only thought about herself.
The deals that were denied would question the morals and ethics of the job as other employees would start complaining and cite favoritism on the part of Melinda if she let herself be misled by the Deborah.
Joiner, T. (2001). The Influence of National Culture and Organizational Culture on Job Stress and Performance: Evidence from Greece. Journal of Managerial Psychology, Vol. 16, No. 3, pp229-242. Australia: MCB university press.
Ross, R. & Altmaier, E. (1994). Intervention in Occupation Stress. London: Sage.
Tee, E & Ashkanasy. (n.d.). Integrative Case Study: Change and Stress Management at HIA.