Solution-CASE STUDY DR AGADIR-Conflict Management

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CONFLICT MANAGEMENT This is the analysis and solution of the case-study which is available on the internet. Case Study: Dr Agadir (Managing Departmental Conflict in a Research Organization) Danish Sultan mrk56@live.c om +92 312 51100 56 CASE STUDY: DR AGADIR DETAILED DIAGNOSIS ã Cocoa Research Institute of Savanna (CRIS), is an institute which is dedicated to research of plants and is divided into numerous departments. ã Sometimes there are issues between the departments due to allocation of
  CONFLICT MANAGEMENT This is the analysis and solution of the case-study which isavailable on the internet.Case Study: Dr Agadir (Managing Departmental Conflict in aResearch Organization) 31251100 56 CASE STUDY: DR AGADIR DETAILED DIAGNOSIS ã Cocoa Research Institute of Savanna (CRIS), is an institute which isdedicated to research of plants and is divided into numerousdepartments. ã Sometimes there are issues between the departments due toallocation of plots for experiments, budgetary allocations andparticipation in international conferences. ã Plant Pathology department and Bio-chemistry department are havingissues between each other, the two seniors scientists heading thedepartments due to attitudes problem, refusal to share achievementand research matters. ã Small conflicts were temporary, and had never affected the workculture of the institute. ã Collaboration between various research divisions was part of theculture of the institute, as it was always necessary, particularly sobetween plant pathology and biochemistry. ã However, this conflict was different. It was a conflict between twosenior scientists who had worked together on the same problem over adecade, and had jointly published their work in respected journals. Forsome strange reason, friends had become foes. In the process, theyhad vitiated to some extent the research environment of the institute. ã  The third cocoa project:   the institute was preparing a five-year plan of activities to be included in the third phase   research; the   programme onvirus purification and detection appeared in the work plans of both theplant pathology and the biochemistry divisions. pg. 1 mrk56  CONFLICT MANAGEMENT ã  The head of pathology department had very strongly questioned theproposal of the biochemistry department to work on cocoa swollenshoot virus problem, the pathology department wanted to take all thecredit of the research work done on the specific topic. ã Responding to the situation, the head of the biochemistry departmentreacted rather angrily. ã In the bitter debate which then took place, both heads had lauded therole of their own department while criticism the other department. Thiswas the initiating of the conflict. ã  The other members of the research committee knew well that the workhad been, in fact, a collaborative research activity between Dr Agadir,a biochemist, and Dr Ouadda, a plant pathologist, under the backing of their respective departments. ã Pathology department supposed that they would work on the disputedtopic (cocoa swollen shoot virus problem) 'as and when they had time’. ã  The research committee asked the head of the plant pathologydepartment for an explanation, but there was no reply. ã Later in a meetings, the research committee approved research oncocoa swollen shoot virus as a major activity of the biochemistrydepartment. ã Both the two departments started to exchange harsh letters. ã Dr Agadir and Dr Ouadda, both belonging to two different departmentsworked very hard on the research on cocoa swollen shoot virus; andwhen ever one of them was not available the second took over thewhole research. ã  The conflict was raised due to credit of research, and was raised tosuch a level that both of the senior scientists didn’t even look orgreeted each other. ã Both the two departments continued to exchange acrimonious letters,and collaborative research suffered. ã Dr Agadir suspected that Dr Agadir had been provoked into this byother colleagues, who were jealous of Dr Agadir, since Dr Agadir wasoften praised by the director as a good, hard working researcher, attimes. ã Both of the involved department was trying to be fully self-sufficient,such that all collaborative research had been virtually abandoned.Worse, other departments were also moving in that direction andshunning collaborative research. ã Earlier, all such conflicts were resolved in the research committee; nowthey were being directly referred to the executive director, bypassingthe research committee. ã Dr Swanson knew that something had definitely to be done to stem thevitiating atmosphere in the institute. pg. 2 mrk56  CONFLICT MANAGEMENT POSSIBLE OPTIONS FOR RESOLVING THE CONFLICTS  Three options are presented. Option # 1 As it was observed that all the controllable and uncontrollable issues in theorganizations are due to the allocation of resources, the institute comprisedof a committee to which the departments would present there quarries andthe committee would allot more resources which made the department feelgood and if not then issues and jealousy was the outcome.One possible solving option would be that the institute converts from flexible(variable) allotment procedures to fix polices and plans. A fix amount of funds, area and other resources should be provided to the departments onthe bases of the division (as there are 6 departments then 100/6 = 16.6% of the recourses must be provided to each department), with the willingness of the heads of the department so that there are no such problems. The meritsand demerits of adopting this procedure would be:  Option # 2 As it is stated that most of the departments collaborated with each other andso was the case in the major conflict of the case-study (Plant Pathologydepartment and Bio-chemistry department). The relationships between the departments need to be improved andrevived. Steps could be taken by the upper-most management to come upwith such plan of action that would increase the interaction, communication,and collaboration in and amongst the departments.  Option # 3  Third and the simplest option would be that no changes should be broughton macro level in the organization or in the working patterns or allocation of resources. If there is any misunderstanding between two individuals (DrAgadir and Dr Ouadda) than the committee must bring them face to face andclear things so that the misunderstanding can be removed and both of themwould reunite to work together once again. pg. 3 mrk56  CONFLICT MANAGEMENT ANALYSISFive Styles of Conflict Management Diagram showing three options presented in terms of the conflict management styles 1.As the first option presented to solve the conflict is regarding the equal division of the recourses without giving any importance to relation-ship that is why it is placedin the ‘Competitor’. 2.The second option talks about increasing the cooperation among theindividuals and departments giving significant importance to relationships aswell as the issues that is why it lies in ‘Collaboration’.3.Third option states that all the workers should negotiation with each otherand try to resolve the matters that are why it is located in ‘Compromise’. Methodologies for Managing Conflicts Negotiation and Third party assistance would be finest methods as in thiscase , Third party decision-making can also be applied but as presented bythe options it would create more complexities and simple methods are easierto implement. Tools for Resolving Conflict Looking in the perspective of “Tools for Resolving Conflict” I would say thatUse of Power and Enforcement of Rights cannot be implemented in this caseas it would create a win/loss situation and this would create more conflictrather than resolving it. Third tool which is Satisfaction of Interests would be best to follow in thiscase as: pg. 4 mrk56 #3    #2#1 ResolvIssu   Relationshi
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