Answer For a Case Study on Conflict Management

Some of the Conflicts are listed below

1. Lack of direct communication between Shibru and Abdu, since
shibru is focusing on what Abdu doing rather than to focus on his
job to work as a team to achieve company goal due to this reason
an information gap is created between Abdu and Shibru. .
2. Shibru has a feeling of deep and bitter anger towards Abdu. As a
result, anything that he does which Abdu has Fearful expectation
or anticipation about, He reacts differently towards than if it
were someone that he did not have feelings of deep and bitter
anger towards.
3. Shibru becomes angry on Abdu because calling meetings without his
knowledge and he also feels bitter not being aware of the meeting
agenda prior to the meeting. The area of Feeling bitter continues
because Shibru does not like that Abdu refers to himself as the
"project manager" solely, not as a team, that team being he and
Abdu.
4. The last conflict is also a result of a lack of miscommunication.
Shibru is neglecting a project, rather than appreciate Abdu for
his assistance, he finds fault and has issues of bitter feeling
and anger.

Recommendations to avoid Conflict of management

1. The most important recommendation for Abdu and Shibru is that
they must have better communication between the two of them. They
need to establish a set, and agreed upon time for them to have a
weekly meeting to discuss any and all projects, issue and areas
of concern and they have to believe working as a team is the key
part to resolve the conflict.
2. They need to agree that when addressing the staff, both are aware
of the agenda and that both take an equal role in being managers.
They also need to agree to allow the other to call a meeting, as
long as they both meet prior to the meeting so they present same
agenda in front of the other employees.
3. Retrospection is significant in this case. If both of these
individuals would have established guidelines for their co-
managerial positions before starting their new positions, each of
this conflict could have been avoided. Moving forward, it is
important to use this situation to learn what not to do in the
future.
Case 2 Turn over
Katriona Roeder wanted to decrease turnover because she knew her
annual savings would rise as a result of lower hiring costs. She was
responsible for $255 million in revenue, yet her part-time employees
had a turnover rate of 50% per year. She was very well aware that
fixing this issue would most certainly lead to more productivity and
less loss.