Human Resource ManagementA Situational Analysis on the Personal Investments CompanyIntroductionPersonal Investments (PI) L. T.D is a company deemed with the task of investing funds for institutions. It is an entity for such massive financial processions worth billions of shillings. It is founded on the principles of loyalty to the company by all members, and by extension, an expectation of the same is considered for friends of the company; the stakeholders. For a long time the company has based its operations on this institutional philosophy, and this is witnessed by the ideals that each employee of the institution must hold.
Unfortunately, the company has dwindled owing to failure to facilitate for capacity building, which faces an obvious opposition encrusted in the ideals of the institution. Sources of Conflicts within the companyTo report this case study on valid grounds, it keeps on emerging that the main grounds whereupon the conflicts emanate, revolve on the institutional founding principles and philosophies it was set upon. This further gets consideration on three perspectives, that is: management challenges of creating team players, internal conflicts, and conflicts of interests (Michael, Andrew, Tara, & Joakim, 2009). Management challenges of creating team playersThese conflicts arise when the institutional progression is not key to the overall management committee.
In this case study, a small section of the management is either for, or against an institutional concern or development (Ya, Zhichang, & Catherine, 2012). The majority of the executives in quest against the arising issue act to imply an opposition. Because of the delegated role at top management level, part of the team have their hands tied and cannot execute a given duty on a monopolized decision (Emma, & Shaun, 2010).
This is much worse a case when the principles governing the foundations of the management in compliance with the opposing ideas. These fundamentals being the points of reference, most often than not, have offered advantage to the opposing faction of the company against the single-handed employee. The result is a disregard to any well-intended effort or conceptions. The company thus ends up suffering from the management inadequacies In relation to the case study, the chief executive officer can at times be seen on the receiving end after an attempt to introduce a new concept to the company, which though comes in form of a long time friendship ties and associability to them.
The management committee executive may present before the panel of his colleague executive committee members (Burgess & Burgess, 2006). This however is may not auger well basing on the institutional framework upon which the organization is set. It is a consequence that the managing directors face on day to day operations of their organizational premises. They find themselves on the receiving end and should work towards bringing a consolidating conflict management strategy at their disposal, if they must survive. Internal ConflictsThis results when employees of an institution on contradicting terms as the ideals of the institution are concerned.
For instance, one drives the corporation towards the set standards whereas the other acts in non-compliance to these concerns. This opposing execution of task can be due to overlap in departmental roles or by merely the incompetence among personnel. The overlapping roles is brought about by ambiguities existing in two different job description, but which share common grounds of execution; though they may not necessarily be in same departments (Fan, 2007).