Principles and Practice of Management Dr. Aravind Banakar –

Principles and Practice of Management Case Studies Case (20 Marks) The purpose of this case study is to explain a specific type of intervention that is both an interpersonal intervention, and also a techno-structural intervention. A fictitious situation of a conflict between three senior executives (called Role Incumbents) in a work group is presented. Through an iterative process, each of these three incumbents lists the tasks to be performed as a part of one’s role. This is followed by an understanding of one’s tasks in relation to the others in terms of extent of interaction. Finally, each of these role incumbents proposes a set of behaviors expected of the other two role incumbents, leading to successful working relation.

Dave Franklin (Dave), Vice-President Operations, Agile Motors, knew there was trouble brewing as soon as he stepped into the banquet hall. Instead of a glittering array of crockery, vintage wine, and smartly dressed waiters, all he could see was chaos, and two of his senior most executives -Jane Anniston (Jane, Manager-Corporate Events)¸and Tim Malkovich (Tim, Manager-Sales) engaged in an animated argument. The hors d’oeuvres (appetizers) were there on the tables but had not been arranged.

Answer the following question. Q1. Discuss the reasons of conflict between the three role incumbents. Q2. Explain the role negotiation techniques to resolve interpersonal conflicts. Q3. Can role negotiation technique be applied to large work group? Give brief. Q4. Debate the threats or positive incentives which you think will yield the best results in a role negotiation technique.

Global Study Solutions Dr. Aravind Banakar –