The paper 'The CEO of Personal Investments' is a great example of a Management Case Study. It is not strange to witness individuals conflicting due to their differences in terms of attitudes, values, beliefs, and skills. In other words, people when in social relationships tend to have a divergence of interest that escalates conflicts (Cloke and Goldsmith 2011, p. 2). Therefore, the discussion looks at how conflict at Personal Investments (PI) can be effectively managed. Situation Analysis at Personal Investments Pty Ltd Since, 1975, Dan Richardson, has been CEO at Personal Investments Pty Ltd, where the CEO has favored a leadership approach centered on conservative, but with levels of flexibility.
In addition, the leadership has cultivated a culture of inclusive decision making that also maintains strong relationships. This has enabled Richardson earns the confidence of many stakeholders in the organization, whereby, in most instances, Richardson is trusted with providing leadership and direction for the organization. Richardson sees a more aggressive investment approach is required in order for the organization to keep pace with its competitors. The need for an aggressive investment approach is an idea that Richardson discusses with a long-time friend, who happens to be an acclaimed investment broker, Tabitha Rose.
It is an idea Tabitha Rose accepts and encourages Richardson to pursue. Subsequently, Richardson brings up the idea of hiring Tabitha Rose, to the other partners during the next meeting they hold. The entrance of Tabitha Rose in PI becomes the turning pointing for the organization as conflicts become the order of the day. Obviously, it becomes clear that Tabitha’ s aggressive approach to investments parallels that of PI, which emphasis low-risk but secure investments. Conflict manifests in the hiring process of Tabitha, where other partners remain skeptical and cautious, given the work history of Tabitha that is marked with little loyalty and patience to previous employers.
Tabitha causes discomfort and anxiety among the partners in the organization due to her aggressive approach that belittles the firm’ s long-term approach to investments. It is a situation the investment guru, Tabitha Rose, does not want to hear especially after Richardson granted her powers of freedom and flexibility. Tabitha, is convinced her strategy and change direction is the ‘ perfect’ and anyone opposed to it is an enemy of the positive change and growth in the organization. Apart from causing anxiety among the partners, Tabitha has also created another conflict with fellow managers who are alarmed by the activities of Tabitha to shift research employees and support staff from investigating traditional investment alternatives to her portfolio in technological investments.
This causes discomfort and uneasiness among other managers thereby distracting operations at the firm. Besides, Richardson tends to have a conflicting position to that of Susan Watson, one of the partners in the firm, when Susan brings the issue of Tabitha to Richardson.
Although Richardson is worried about the developments of Tabitha, he brushes the opinions, complaints, and suggestions by other partners in the firm about the disorganization being experienced due to new arrangements being initiated by Tabitha. Bombarded by concerns in the organization, Richardson initiates conversation with Tabitha, but as usual, Tabitha’ s emotions betray her and become impatient. She does not buy into Richardson’ s advice and suggestions, insisting that her position and vision for the firm are appropriate. Not even the calmness, composure, and assurance from Richardson can convince Tabitha to have an accommodative approach that gives partners and stakeholders’ confidence and sense of security.
Tabitha becomes clear and candid in her decision: the firm sits cool and lets her run the aggressive strategy for the growth of the firm or back off and let the firm concentrate on its image and traditional investment approach.