Sunday, November 24, 2019

David Shorter

David Shorter Table of ContentsProblem Identification 2Issues and Analysis 2Potential Departure of Bob Chen - Immediate Issue 3Organizational Structure 3Staffing 4Control Systems 5Management Style 5Cultural Awareness 5Communication Gap 6Alternatives 6Fire Bob Chen 6Transfer Mike McLeod to Another Group (within James-Williams) 7Relocate Bob Chen to Hong Kong (Set up an office in Hong Kong) 7Transfer Bob Chen to "The Tower" 7Decision 8Recommendations 10To Resolve the Conflict 10To Improve Organizational Structure 10To Improve Management Style 11To Improve Control Systems 11To Improve Staffing 11Strategic Implementation Plan 12Immediate Actions 12Continuing Actions 13Appendix #1: Synopsis of Case 15Introduction of Key Figures 15Appendix #2: Assumptions 17Appendix #3: Decision Matrix - Immediate Issue 18PROBLEM IDENTIFICATIONDavid 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.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 ANALYSISBased on the problem identification statement, immediate and basic issues can be identified. The immediate issue is finding a...

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