Q1. Briefly describe the dilemma presented in this case study. Who are the key players and what are some of the antecedents that have led to the present problem?
In today’s workplace communication is key, collaboration crucial and teamwork a top management buzzword. These facets encourage knowledge sharing, co‐operation and a joint sense of purpose. However, such an increase in interpersonal relationships too often creates an unwanted side effect: conflict.
In the case study, Bob’s Meltdown, Jay Nguyen, CEO Concord Machines, has to handle a situation of psychological harassment owing to work related stress. Jay needs to discover a suitable arrangement ...view middle of the document...
Moreover, Jay failed to communicate the relevance of Knowledge Management to his team. Therefore, Bob found it a waste, as he had to assign two of his best managers to devote half of their time to this group.
Secondly, Bob was under a lot of stress as Jay kept pressurizing him to meet the shortfalls in the company. Moreover, his son had met with an accident and was arrested, leaving his new car totally wrecked.
Thirdly, Jay lacked effective leadership skills. He failed at involving his team and finding a suitable solution for the current state of the company. Therefore, he depended solely on Bob. Moreover, he should have briefed Annette about the company and the necessary protocols, which she needed to follow.
Lastly, Annette failed to manage her work well. She didn’t have adequate knowledge about the realities of the business she was dealing with. The business was in financial constraints and the immediate goal of the managers was to maximise profits rather than to devote time to Knowledge Management. Annette did not make an effort to connect in person with the Senior-level managers. She rather chose to address such an important matter through an email.
Q2. Describe the corporate culture of Concord machines. Is the corporate culture of the company in any way linked to the ethical dilemma presented in the case? Explain.
I’ve described the corporate culture of Concord Machines, using the Douglasian Cultural Framework (DCF) by Mary Douglas and the Culture Theory (CT) by Gerald Mars.
Both these frameworks talk about two social dimensions.
The first dimension is the extent a culture imposes rules and classifications on its people, limiting their ability to transact freely. This is called ‘‘grid.’’
The second dimension, ‘‘group,’’ refers to the extent to which an individual is morally coerced by others, through being a member of a bounded face-to-face unit.’’
The four quadrants of CT are very similar to the four quadrants of DCF.
These frameworks are dynamic and facilitate shifting from one quadrant to another.
According to DCF, Concord Machines falls under ‘Hierarchy’ and according to CT; it falls under ‘Pyramids.’
Concord Machines is an old-line manufacturing company, with a wide divide between the corporate headquarters and the business units. It is traditional in its approach and does not adapt to change. Its way of working is very monotonous and has no room for innovation. Moreover, the transmission of information is very restricted. The company majorly focuses on the process rather than the outcome, therefore generating fewer profitable results. The extreme influence of this culture has resulted in a state of total paralysis, as new ideas aren’t being...