DO Processes / Communication / Conflict Resolution
Case # 1: Organizational Development Process (OD) Study the case study in chapter 2 of your textbook page 60, called: Maquila S.A. Analyze topics related to the case and answer using your own critical thinking the three questions at the end of the case. NOTE: A minimum of 150 words is required for the analysis of section 1 Questions . a) What applications of organizational development should be applied to set the objectives of the processes and plans of the company? . b) How is a negotiation and conflict management strategy designed in a company? . c) How to improve the communication process and define the action plan? Maquila S.A. Maquila S.A de R.L de C.V began to face problems given the relationships that arose among its workers. The plant manager began to worry about the increasingly frequent friction of his staff at all levels of the organization, customers and suppliers. He decided to communicate with the city's technologist and contact the organizational development expert of the institution, to ask for his help. In the first meeting they highlighted the problems related to communication, leadership, negotiation and conflict resolution. Considering the information gathered, the organizational development expert suggested A preliminary discussion between the director, the clinic administrator, and the consultant seemed to point to the problems of leadership, conflict resolution, and decision processes. The expert in organizational development of the institution considered that the information provided could be used to make a diagnosis. The managers and supervisors of the company expressed their acceptance. It was determined to conduct interviews among the key employees of the organization. According to the diagnostic process, the organizational development expert collected the information, categorized the data and identified the critical problems and departments. A series of meetings was organized with the company's staff for a week, exposing the gathered information to the participants. The information presented by the organizational development expert allowed the staff to categorize the problems as follows: 1. Existence of conflicts between members of the same departments and between the different departments. This generated tension among the employees, affecting the productivity, quality and performance of the organization.
2. The leadership of the plant and departmental manager must be adjusted to make transcendental decisions for the operation of the company. The lack of decisions generated confusion and problems of production and administration. 3. Improve communication between all levels of the organization for the reduction of rumors and to avoid information that is not precise. In the same way, clarify and respect the policies and procedures of the organization to avoid negative influences on the behavior of the members of the organization. The organizational development expert used diagnostic and role techniques to analyze the conflicts between functions and departments, leadership styles, and suggested some techniques for dealing with such problems. The proposed dynamics to improve communication and the course on negotiation and conflict management allowed to achieve greater confidence among the members of the company. In fact, a plan emerged from the course to define actions specific to some of the problems that were commonly presented. The expert offered to follow up on the actions carried out and support the decisions made by the employees themselves. It was necessary to extend the work meetings with the participation of the plant manager, the comptroller and the human resources manager. Months later, a second course was held, attended by other key members of the organization from all departments of the company. They were entrusted with working together on an action plan for negotiation and communication between departments. They established a set of continuous improvement activities in the short and medium term, with the aim of improving interpersonal relationships in the company. The benefits obtained with the adopted program of organizational development allowed to generate new forms of administration and supervision of the personnel, as well as of relation with the clients and the suppliers. After one year, the organizational development expert from the technological institute conducted a follow-up evaluation. The interviews with the staff allowed us to conclude that the conflicts, the communication and the leadership had undergone a positive change and the techniques proposed in the courses were being applied in the management of the situations that were presented in the company.
Case # 2: Communication and Conflict Resolution Study the case study in chapter 7 of your textbook page 222, called: Smoking Prohibited Analyze topics related to the case and answer using your own critical thinking the four questions at the end of the case. NOTE: A minimum of 200 words is required for the analysis of section 2 Based on the above, answer the following: 1. Does it agree with the action taken by the supervisor, Manrique Lara Puente? Explain 2. Did the union representative present his case properly? Does the employee have any means of defense when he says that the words "are subject to" do not mean that the supervisor must dismiss an employee? 3. If, given the complaint procedure established in the company IMPROCA Industrial C by A, the measure taken by Manrique is revoked, what effect do you think that decision would have on Manrique's relations with its workers? 4. What is the meaning of the references to fire "two blocks down this same street" and the "12 years of service without a mere reprimand or reprimand"? No smoking The managers of IMPROCA Industrial C por A, a company located in Santo Domingo, Dominican Republic, which has 750 employees, take pride in managing what they call a "solid and tight ship". They feel satisfied with the results of a recent study of attitudes that shows that most of the staff considers that supervision is "strict but fair and efficient". As a large part of the members of the management, Manrique Lara Puente has emerged from among the staff itself and is assigned to Department No. 14, of Painting, in which he supervises 35 workers. He has been with the company for 20 years and for the last 10 he has been a group leader. He tries to be fair to his men and, at the same time, tries to manage the policies of his company in accordance with the wishes of the general manager of the plant, who is very strict in interpreting the rules and regulations of the company. Manrique awaits in his office the arrival of José Nadal, representative of the union in Department No. 14. The following is the dialogue that both have: "Manrique, I need to talk to you about Reinaldo Invierno, the man you sacked yesterday afternoon. "There's not much to talk about, Jose," Manrique says. You know he was smoking in restricted areas. - That's exactly the point, Manrique. The rules do not say you have to fire him. What they say is that any employee who violates any of the rules of Group One is subject to immediate dismissal. That is far from saying that you have to fire him. -Look, José. I know that you must do your job as a union representative, and that you have all the right to question any action I may take. But look at this aspect: Reinaldo has been with the company for more than 12 years, so he knows what the company's rules mean and that they are for some reason. For the paint and the lacquer we work with, you know that this department could fly the whole plant if there was a fire here. There are "No Smoking" signs all over the place and, even more, the workers located in the soothing booths have to use rubber soles to avoid any possibility of producing any spark. I'm sorry, there's nothing I can do; One mistake here would blow us all to hell. -You say that Reinaldo has been with us for 12 years. That's true, but he has been in your department for only three months. He simply forgot the prohibition of not smoking in certain places, maybe because he was worried or something like that. -I can not admit that. Maybe it was somebody, two blocks down the street, who was just worried, or was new, or who knows what, and you know what happened. The fire took the lives of three workers in that plant and the damages amounted to millions of dollars; They have not returned to work yet. We do not want that to happen here and it will not happen if I have something to do with it. -Manrique, you do not leave me another alternative. I am going to file a complaint and I promise that this will come to arbitration. Twelve years of service without a mere reprimand or reprimand have to mean something. -With this last expression, José Nadal, the union representative, left the supervisor's office.