The paper 'The Role of Managers in Conflict Resolution at BAE Systems" is a good example of a management case study. BAE Systems Plc is a defense contractor company headquartered in London, It has operations all over the world. The company supplies armaments, armoured vehicles, warships, aircraft and electronic equipment. A BAE system markets its products in the United Kingdom, the United States, India, Australia and Saudi Arabia among a host of other countries. The company divides its business into five core units: Cyber& Intelligence, Platform& Services (UK), Electronic Systems, Cyber & Intelligence and Platform & Services (International) (Datamonitor Plc, 2012). According to Datamonitor (2012), BAE Systems PLC came into being as a result of the merger of several British firms involved in the manufacture of defense hardware.
Its heritage is therefore British and its organizational culture is founded on British values. However, BAE systems work in several countries worldwide and its organizational culture has to adapt to diverse cultures. The company employs 83,600 employees worldwide from different cultures (Kavitha et al, 2011). In Saudi Arabia, BAE systems employ over 5,800 employees who work in conjunction with the country’ s defence forces. For employees of BAE Systems working in foreign Nations cultural diversity can be a huge challenge to their interaction with local people or business associates.
Saudi Arabia is an example of a country where BAE systems operate, where the cultures are very different from British culture. Line managers, therefore, have a challenging cultural gap to bridge between its Saudi Arabian employees and its British oriented organizational Culture. Line managers perform certain HR functions that enable an organization like BAE systems to realize their organizational goals.
Among these functions include Conflict resolution and Performance management. The Role of Managers in Conflict Resolution at BAE Systems According to Lipsky and Avgar (2004), conflict resolution in an organization is a complex interface of organizational structures, power relations and the competing interest of workplace justice and organizational competitiveness. Yu-Ping et al (2011), argues that managers are faced with the challenge of being partners with the organization in achieving its strategic goals and championing the voices of their employees.
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