Table of Contents
Problem Identification 2
Issues and Analysis 2
Potential Departure of Bob Chen - Immediate Issue 3
Organizational Structure 3
Staffing 4
Control Systems 5
Management Style 5
Cultural Awareness 5
Communication Gap 6
Alternatives 6
Fire Bob Chen 6
Transfer Mike McLeod to Another Group (within James-Williams) 7
Relocate Bob Chen to Hong Kong (Set up an office in Hong Kong) 7
Transfer Bob Chen to "The Tower" 7
Decision 8
Recommendations 10
To Resolve the Conflict 10
To Improve Organizational Structure 10
To Improve Management Style 11
To Improve Control Systems 11
To Improve Staffing 11
Strategic Implementation Plan 12
Immediate Actions 12
Continuing Actions 13
Appendix #1: Synopsis of Case 15
Introduction of Key Figures 15
Appendix #2: Assumptions 17
Appendix #3: Decision Matrix - Immediate Issue 18
PROBLEM IDENTIFICATION
David Shorter, the practice director of the New Enterprise Group (NEG) at James-Williams, returned from a three-week partnership development program/ vacation, to find his office in a state of chaos and internal conflict.
A 26 segment × 3 exposure (78 frames in total) pa...
English: A 12 segment panoramic image of the Hong ...
English: Full view of Kowloon and Hong KongAt the heart of the conflict was Bob Chen, a valuable up and coming employee at NEG, who was threatening to resign from the company rather than work on a project under the direction of Mike McLeod. Not surprisingly, Bob's actions have upset some partners and the original problem between Mike and Bob has become a conflict that is affecting the entire firm.
Mr. Shorter is responsible for finding a course of action that resolves the immediate conflict and rectifies the underlying problems, while allowing all parties to keep their egos intact. A synopsis of case facts, as understood by Halifax Consulting Group, can be found in Appendix #1.
ISSUES AND ANALYSIS
Based on the problem identification statement, immediate and basic issues can be identified. The immediate issue is finding a...