REPUBLIC OF THE PHILIPPINES

EULOGIO “AMANG” RODRIGUEZ

INSTITUTE OF SCIENCE AND TECHNOLGY
NAGTAHAN, SAMPALOC, MANILA

GRADUATE SCHOOL
MASTER IN PUBLIC ADMINISTRATION
MPA 103
Human Behaviour in an Organization with Human Rights

CASE STUDY
TAMARACK INDUSTRIES

Presented by:

Arvin R. Ascaño Ernesto M. De Leon Rovickson F. DaguroI

INTRODUCTION III SITUATIONAL ANALYSIS VI IMPLEMENTATION
II PRESENT OBJECTIVES IV ASSUMPTION VII CONCLUSION AND
AND MISSION V STRATEGIC OPTION AND RECOMMENDATION
ANALYSIS

Professor:
Dr. Melba S. Asuncion

Saturday 10:00AM - 1:00PM

SY 2019 – 2020

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 Chapter I
INTRODUCTION

Profitel Inc. a publicly traded enterprise in telecommunications, known for monopolizing

the industry in telephone copper wiring. For decades Profitel Inc. had very little
competition; however the competition has increased in cellular (mobile) telephone
business and other technologies such as voice-over-internet. (McShane & Von Gilnow,
2010, p. 379) Since the company’s dominance was threatened by emerging technology,
the Board of Directors decided to hire Lars Peeters as the new CEO of Profitel Inc. Mr.
Peeters was well known in the business industry for his extensive telecommunication
knowledge and global expertise. (McShane & Von Gilnow, 2010, p. 380) Under his
leadership the company’s strategy was to bolster profit margin, this included investing in
the latest wireless broadband technology and reduction of costs through layoffs. The
company’s vision quickly diminished over a two year period, there were very aggressive
tactics used by Peeters which caused customer satisfaction ratings to fall and
unintended consequences for criticizing the government’s telecommunication
regulations.
Chapter II
Present Objectives and Mission

To sustain, meet and act on the heavy demand of their customer during the season
satisfy their needs eradicate conflict in the workplace and for the employee to have a
harmonious working relation.

Chapter III
Situational Analysis

Some status and field knowledge could create an idea about Lars Peeters, who was
considered as a good choice for the company. Peeters experimented different actions
with the time, which indicated deficiency into the leader role letting see lack of
leadership effectiveness, and absence of motivation for the employees. On the other
hand, Peeters lacked of charisma and supporting leadership behavior, which did not
produce a balance on the directive in terms of perspective behavior explaining the
cause of his failure. The emotional intelligence, leader motivation, the sum of
contingencies into the leadership produced the loss of practical intelligence shown by
the government contract, and the morale for the workers. Peeters affected socially and
culturally his values, because he never took a time to combine the workers with his
plans receiving different naggings from the company being seen such as arrogant
person

Study the possibility to hire a new person with transactional leader qualities.

Pros Cons
 Company will present fewer costs and  Persistence of being at the same
expenditures. situation.

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  Company will present less resource.  Rumors could be present into the
 Approach the problem in another workplace.
situation.  Moral employee will continue decreased.

Study the possibility of rehiring Lars Petters again.

Pros Cons
 Company will present new terms for  Persistence of being at the same
the plan in order to let it work much situation.
better.  Rumors could be present into the
 Approach the problem in another workplace.
situation.  Moral employee will continue decreased.

Study the possibility to hire a new person with better presence, irrefutable leadership qualities
and transformational leader style.

Pros
 A better process for the employees
motivation.
 Approach the problem in another
situation.
 Due to the innovation the company
could take a new vision.
Cons
 The company will take risk due to the
innovation.
 If the company approaches the problem
in another situation, it will involve more
cost and expenditures.
 The company should start all the process
again.

Chapter IV
Assumption

- Create a special set of norms for employees in leading positions creating a

Person-job matching.

- Decrease power discretion of employees in leading positions

- Try to implement self-directed teams instead of leaders introducing

performance-based rewards as a leadership substitute.

- Choose the trusted employees who perform the best and promote them to the
leading positions in order to make a continuously monitor employees in
leading positions for errors.

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 Chapter V
Strategic Options and Choices

In order to establish the possibility to experiment new improvements and changes into
the Profitel organization, the best choice to consider is the fact of hiring another person
with transformational leader qualities. In this manner, the company could find its
purpose easily because a huge part of the mistakes, and damages in general originated
could be recovered elevating the status to a new vision taking a place with the
employees morale. According with this decision, the goals of innovations predicted
could be reached.

Chapter VI
Implementation

For a successful it is necessary the supervision of the new leader. This means the new
leader should be monitored by the board members doing a very clear study about the
perspective of the new leader, taking into account the vision, process, inspection,
backgrounds. In this manner, employees could get more motivation driving the situation
toward the CEO to reestablish, and recover the morale lost with the time.

Chapter VII
Conclusion and Recommendation

Mr. Peeters was obviously short of integrity, cognitive and emotional intelligence, and
knowledge of business; when he decided to pick the technology of inferior quality and
promoted it to the customers, which resulted in the profits decline. If the board had been
continuously monitoring Mr. Peeters for errors, they would be aware of the
consequences immediately, after hiring him. This would guarantee the ethical behaviour
of person in leader's position; consequently, by exercising more control over situation,
the board will be able to improve company's image and raise the profits. After hiring two
people from previous workplace, the rest of company's workforce was cut by 5%, which
clearly indicates that Mr. Peeters was not a relationship-oriented leader. However,
workplace environment affects substantially other job components. Leadership is a
pretty clear role developed into the business due to the importance in its process. A
leader is a person with a huge potential to increase or decrease the perspective of a
company and drive it toward a disaster or increase the organization according to the
vision, effectiveness understanding the relation between a company and a leader, which
is driven by the interdependency.

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But all this company change has caused that major failure of the company. To imprive
the company, the company CEO also have to do major changes in the leadership style
that he used and try to implement he should use transactional leadership, this is
because

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 Appendices

 Employee’s handbook An employee handbook sometimes also known as an

employee manual

 Penalties and reward system

 SWOT Analysis

Workplace Conflict: Worker to worker

Workplace Conflict: Policy

5 Workplace Conflicts every small business will encounter

1. Leadership conflict
Every leader has his own way of leading a team. When you have co-founders the
distinction in leadership styles becomes even more prominent. Keep in mind that your
employees may have to work under the leadership of different people throughout the
day. Dealing with different leadership styles, may cause irritation and confusion.

2. Interdependency-based conflict
Often times an employee has to rely on someone elses co-operation, input or output to
get their job done. This can cause dissension.

3. Work style differences

Everyone has a different style of working to complete assigned tasks. It is important to
keep this in mind when training new employees and managing workload.

4. Cultural-based dissension
As Houston Chronicle writer Ruth Mayhew explains, “Workplace diversity trainers often
mention that there are more similarities among employees than there are differences;
however, despite the many common attributes employees share, there still exist cultural
differences. Culture is defined as a set of values, practices, traditions or beliefs a group
share, whether due to age, race or ethnicity, religion or gender.”

5. Personality clashes
Personality clashes at a workplace are generally fueled by perceptions about
someone’s actions, character or motives.

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6 Strategies to avoid conflict at work

1. Embrace conflict.
When conflict arises, don’t avoid it or pretend nothing has happened. As time goes on,
tension will build -- and the conflict only will get worse.

2. Talk together.
Set up a time and place so you can talk for an extended span without outside
interruptions.

3. Listen carefully.
It's essential to give your complete attention to the person who is talking. Do not
interrupt the other person.

4. Find agreement.
Your conversation primarily will focus on the disagreements, but resolution is possible
only when you find points of agreement. You should emerge from the experience with
some positives instead of all negatives.

5. Provide guidance.
If you're in a leadership position, there are times you may need to mediate work conflict.
Don’t take sides, ever. Realize you are there simply to help your employees work out
their problems.

6. Be quick to forgive.
Every conflict needs a clear resolution that acknowledges hurt feelings and finds a
solution that begins to mend them.