QQI Level 6 Workplace Conflict Management Assignment: Green Acres Case Study on Supervisory Leadership and Resolution

QQI Level 6 Assignmnt 2

Workplace Unrest: Justine and Johan’s Story

Justine and Johan were employees who worked in Green Acres, a place where people cared for about getting things done quickly. But there was a problem because the Senior boss did not have any other money or money, and that they managed didn’t really get involved much. This caused issues because problems weren’t over-managed or solved properly. Both Justine and Johan loved their work at Green Acres, and they hoped that they would get a leadership role within the company someday. At times one or two other gets nominated to lead a team during busy holiday periods as if someone is on sick leave or maternity/paaternity leave. They believe that the temporary team leader role will help or a stepping stone to a higher-level role. Review the Organisational Chest below.

One day, Justine’s coworker, Johan, felt hurt by something Justine said to him. Johan spoke to his direct supervisor Mary about it. Mary mentioned it to her Manager, Lukas but he wasn’t interested in getting involved. At this stage Justin hadn’t seen know that Johan was upset with her because nobody (including Johan) told her. Johan assumed that Margherita’s own business, and when he didn’t hear any more about it, he assumed that Justine just didn’t care about his feelings. So, Johan remembered telling them to Justine, making it hard for her to do her job.

Justine, in turn, ignored Johan or avoided him because she thought something else was bothering him; she was hurt but she had no reason why. Before to do… At the same time, Mary & Lukas had a big argument – everyone in the department knew about what she wanted to do with everything feeling excited – and what soon behind closed doors. The atmosphere at work was effectively moving out of the room and shut down the door and locked the door. They already knew what had happened to Justine & Johan and they didn’t want to go down that road… Johan took his frustrations out on other staff too. He also felt like Justine was bullying him without saying anything.

Johan’s relationship with Mary his supervisor got worse, even though they used to get along very well. He also stopped trusting anyone at work. Mary (supervisor) started arguing with Justine and Johan in meetings over small things because she was frustrated with their lack of commitment to certain projects they could they operate effectively when they were ignoring each other?3. Lukas (Senior manager) was known to play favourites and in one project he picked Justine and not Johan as the team lead and that made Johan angry.

In the space of three months, the work quality got worse, and more people complained, or they took sick leave and there were many missed deadlines and targets.

Some coworkers supported Justine because they thought she was being treated unfairly, while others supported the Mary because they thought she wasn’t getting enough help. Lukas saw all of this but did nothing. Finally, Justine wrote a complaint to the Executive Manager, because she was tired of being ignored and getting picked on in meetings.

Three months later, Justine and Johan found an opportunity to talk for the first time about what happened. Justine couldn’t remember the details of the original upset, and Johan was a bit fuzzy too. They agreed to put it behind them, and they made up. Both now felt that Mary & Lukas handled things very poorly and their lack of direction allowed a simple squabble to escalate to something much bigger.

Now there were two sides battling every day, on one side were (Justine & Johan) and on the other side were (Mary & Lukas), and the bad feelings just kept on going. Meetings were full of arguments, and Lukas tried to control things by deliberately disagreeing with the Mary in a misguided demonstration of authority. Some workers took time off because they couldn’t handle the stress, and others decided to quit. Mary got a new job and left suddenly, and Justine left too because she felt too damaged by the entire situation.

Now executive management got involved and Lukas was ordered to figure out the cause and solution to these problems…or else…. When many people had left, and Lukas needed to hire new workers, he finally decided to try to find out what had really happened. He talked to people who left and those who stayed but no-one was willing to give him any worthwhile feedback.

Lukas got in trouble again for not handling things well and he eventually resigned from his job. This eventually led to changes in how the organisation was managed but not before a lot of damage was done to morale, productivity, access to experienced staff and a drop in customer loyalty.

1. Using the theoretical concepts studied provide an overview/assessment of the presenting situation in your own words-for example if you were an independent professional brought in to the organisation to investigate the problem-what would you write in a report? (10 Marks)

2. Provide clear links to the theories/concepts studied (10 Marks). This includes the use of Harvard referencing and bibliography. You are required to cite from the range of academic resources provided.

3. Identify (in detail) the key issues and outline a range of possible solutions. Use the theories studied to frame your discussion (10 Marks).

4. Describe areas where decisions could have been made and discuss the types of decisions that could have been made. Highlight milestones where things could have been handled differently. (10 Marks)

Important Note: you should also include reference to any company tools/documents/practices that might prevent such happenings from occurring or at least help to manage difficult situations as they arise. References to these items should also be included in your bibliography.

Word Count: 2,000

QQI Level 6 Assignment 2 (40 MARKS) – ORGANISATIONAL CASE STUDY

Learning Outcomes Assessed: 1,2,3,4

Format: in-class group work-case study followed by a written 2,000 word report,

Key areas of assessment:

1. Present an overview of the situation including a critical assessment of the problem

2. Provide evidence of links to theoretical concepts of supervisory management in all questions

3. Identify key issues and evaluate a range of possible solutions

4. Explore key decisions that need to be taken and demonstrate the importance of critical thinking from a supervisor’s perspective.

Word Count: 2,000