Case Study: Dealing with Workplace Conflicts

 

The development of leaders who can solve problems is the foundation of effective management for the Human Resources department. Our clients need leaders who successfully carry the organization through various problem-solving and decision-making challenges. (Kepner-Tregoe, 2020). This is also true for non-private organizations. Dealing with problems and situations is contingent as observed in the given case studies below:

 

 

 

Case Study # 1. Starbucks

 

To briefly summarize, Starbucks is a coffee chain that is popularly known for how well it treats its employees. In 1997, the company faced a crisis when three employees were killed during a robbery in Washington, D.C.  

 

There are several identifiable problems in this case as the safety and protection of both the employees and the CEO, the company's reputation, and the leader's decision-making skills. But given the information that Starbucks is widely known in how its employees are treated, the major problem is how this reputation will be carried out. Clients know that Starbucks does not have published or televised advertisements, for it relies mainly on “word of mouth”.  

 

The CEO, Howard Schultz, managed the situation well by neglecting his safety and staying with the family of the bereaved for a week. It was a good solution to the problem through people-oriented leadership. A people-oriented style is more concerned with relationships in the workplace. The manager emphasizes interpersonal relations as opposed to the task. The manager is most concerned about the employee's welfare and tends to be friendly and trusting (Blanchard, 2000). 

 

However, the company's management would have been better if safety and security were part of the process. As Maslow’s Hierarchy of Needs shows, among the lower-level needs is safety. Safety needs include protection from violence and theft, emotional stability and well-being, health security, and financial security (MasterClass, 2020). This proves that safety and security are as important as the affective needs of an individual.

 

This particular solution may be implemented by providing additional security devices and manpower to the workplace. This means preparing detailed Workplace Security Policies and Procedures, which include Digital and Physical Security and Access Control.  

 

 

Case Study # 2. Toro

 

The lawn equipment manufacturer Toro is accustomed to lawsuits due to the inherent hazards associated with using its machinery. This sentence best summarizes case study # 2. The problems, however, do not only involve the lawsuits but how they deal with the clients and how they assure the quality of their product too. 

 

Toro solved it through two actions: first is by replacing the CEO with a new one named Ken Melrose. Second is by developing a mediation policy that deals with the problem entirely. Like in case study # 1, this approach focused on people, but this time, on clients. It used communication as a tool in dealing with the problem.

 

Although it was a good solution, a task-oriented approach may be better. A task-oriented manager will concentrate on the technical or task-related components of the position. This manager is worried about whether staff members are aware of what is expected of them and have the resources they need to execute their jobs (Blanchard, 2000). Based on the number of complaints, it indicates that products could be of better quality.  

 

The manager may devise a separate policy for quality control. They may hire additional people to check the products before releasing them to the market. 

They may use the data from complainants about their lawn equipment to address the problem. 

 

 

Case study # 3: Lt James

 

 “Lt. James is misbehaving. She criticizes you in front of the unit members; she says you don’t know the job and will mess things up. We know there’s friction between you two, but it’s starting to affect people. Most are siding with Lt James since she’s been here longer. I’m having trouble keeping them working.”

           

            There are several problems in this case, including the following:

 

1.    Questioning of authority and credentials

2.    Verbal complaint vs. formal filing of a grievance

3.    Effect of the complaints on the workplace situation and productivity

 

The main problem here lies within the informal complaint of Lt. James. We all know that complaints are unavoidable, even in the most work-friendly companies. Some complaints are easily fixed, while others take more time, energy, and patience, especially if these complaints are verbal. 

 

Kathleen Conroy advises against ever assuming that a complaint is unfounded. Consider that at least one issue needs to be addressed if someone takes the effort to point up a problem. He suggests the following actions to address the issue:

 

1.    Take the complainant's side. What specifically is the problem? To move past nebulous claims, pose direct inquiries.

2.    Look for the problem's source by asking other employees how they see the situation.

3.    Provide an update. Inform the worker how their issue is progressing. If you acknowledge an issue, be clear about your plans for solving it. Explain your reasoning if you choose not to address their complaint.

4.    Resolve the issue. On your calendar, block off a time to check and verify.

 

A leader must be a good listener and firm in decisions as well. If the complaints are baseless, one may talk to the whiner to avoid harming the morale of the entire group. Encourage Lt. James to suggest solutions to the problems he identifies. Also, the agency’s lawyer and HR may be consulted for the proper handling of the complaints. 

 

 

Case study # 4: Aircraft Maintenance Officer

 

           “Since TSgt Allen’s assignment to the shop six months ago, you’ve noticed the morale of the enlisted force has steadily grown worse. Requests for leave have become more frequent, and four of the NCOs have asked for transfers to other units on base. You’ve talked to the squadron commander twice during the last month about the effect TSgt Allen has on the unit members. The commander told you that you should consider yourself lucky to have an aggressive, hard-driving NCO like TSgt Allen, and you could probably learn something from her. The commander told you to think about the situation for a couple of days, and if you still felt there was a problem, to talk with TSgt Allen.

 

           Several problems must be addressed in this case, like working beyond office hours, treating employees, and handling complaints. The main problem, however, is the way the employees are treated. First, they shouldn’t be expected to work beyond office hours. There may be times that employees have to work after office hours, yet this shouldn’t be done regularly. If there is really a need, the policy on overtime remuneration may be reviewed. 

 

For every hour worked over 40 in a given week, overtime pay is given at the rate of time and a half the hourly rate. Hours paid but not worked, such as personal time, jury duty, bereavement pay, etc., shall not be used toward the calculation of overtime, with the exception of holiday pay (CBIA, 2021).

 

           Policy on a safe and harmonious workplace may also be reviewed. Nothing is more important than the safety and security of its employees. Threatening behavior, even by the most hardworking and best superior, should not be tolerated. 

 

 

 

 

References:

 

Blanchard, K., Patricia Zigarmi, and Drea Zigarmi, Leadership and the One Minute Manager (New York: HarperCollins Entertainment, 2000).

 

Conroy, Kathleen. Handling Complaints and Grievances. (2021) Retrieved 8 March 2021, from https://edwardlowe.org/handling-complaints-and-grievances/

 

Kepner-Tregoe, Inc. (2020). Retrieved 8 March 2021, from https://www.kepner-tregoe.com/problem-solving/departments-and-sectors/human-resources/

 

MasterClass, (2020). Retrieved 8 March 2021, from https://www.masterclass.com/articles/a-guide-to-the-5-levels-of-maslows-hierarchy-of-needs#what-is-maslows-hierarchy-of-needs