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Organizational Conflict Report Inquiry By: Natalie MacLaclan It has come to my attention after reviewing the case notes, that the primary issue revolves around poorly developed relationships and communication issues with upper management. It appears the problem originated from the lack of communication between Allen Densmore and Derek Chow. Ms. MacLachlan was interviewed and hired for one position only to have her offer changed last minute. This change may have been conveyed to Mr.
Nardi at the time, however, due to his recent dismissal and the solitary work environment of Hospital Software Solutions (HSS), it’s possible this alteration to Ms. Maclachlan job description was not made evident to her new acting supervisor, Mr. Chow. Evidence for this stems from the knowledge that Mr. Chow reminded Ms. MacLachlan the importance of following current company procedure, however, Ms. MacLachlan’s job description clearly states she is responsible for “streamlin(ing) processes, increas(ing) productivity, gain efficiencies and enhance value”.
Even if Mr. Chow was informed, it seems evident he is not fully aware of the full extent of Ms. MacLachlans inexperience concerning her position. This most likely is due to her reluctance to voice concerns she had in regards to her new job description when Mr. Densmore altered her initial offer. This was indicated in the case to be a decision made by Ms. MacLachlan to avoid conflict with Mr. Densmore and not risk losing her offer. An inability to communicate effectively with Mr.
Chow appears to have affected the confidence he had for her abilities to be an effective employee. She may be making a valiant effort, but it doesn’t appear to be an appropriate means of communication. However, the worst part is that she is somewhat aware of this problem, but yet has chosen to not follow up on these issues for fear of upsetting Mr. Chow further. This avoidance to confront Mr. Chow with her issues has only served to hurt her professional relationship further. This conflict avoidance behavior appears to be a recurring theme during her time so far at HSS.
It appears to have resulted in a lack of confidence in her ability to communicate with her immediate superiors and it now appears to have caused Ms. MacLachlan to lose faith in how the business is ran and has begun to make decisions with collaborating, something which appears common to HSS. No more is this evident with the return of Mrs. Worthington where her behavior has resulted in less effective communication and further distrust in her competency as an employee. This is also likely the cause of Mr.
Chow placing blame on Ms. Maclachlan for the current system problems However, what I would describe as Ms. MacLachlan insecurities only appears to be half the problem. There is a massive communication issue amongst management. This was previously mentioned in this report but I believe it deserves further attention since its evident now its effecting professional relationships beyond the control of the employee. This is clear by observing Mrs. Worthington’s apparent ignorance to Ms. MacLachlan’s job description.
I fear this out dated organizational structure may have been the reason for Mr. Nardi’s termination as well and will continue to be an issue for other employees of HSS. There appears to be an overall trend to sticking with old procedures, as they are what have worked in the past. However, the fact Ms. MacLachlan is considering involving the president, David Croydon, to act as mediator to the situation speaks volumes that there’s an immediate need for management restructuring before problems within the company grow beyond simple system errors.