Case Cartography of the OMGPU Conflict
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Case "Cartography of the conflict" (10 points)
Situation
The company has developed. The director became the general director, and the heads of departments became the heads of subsidiaries. In one of these enterprises, the assistant secretary of the former director (with special powers, i.e., a functional deputy without authority to manage), who had gone on a promotion, remained subordinate to the new young (but experienced) leader. The new leader gradually began to improve the organization of the enterprise. The former leader was a liberal, but he organized all the work on personal relationships and connections. Everyone did everything, without a clear delineation of duties. The linking and distributing role was played by the secretary-referent.
The new leader began with a clear definition for all functional responsibilities. He managed to organize the work of the enterprise in a new way, and this gave certain results.
Hidden (implicit) conflict situations began to arise in the relationship with the assistant secretary, who, although she did all the work better than her colleagues at other enterprises, but:
- she continued to go directly to the CEO to resolve issues (over the head of her manager);
- often she brought extra extra work from her superiors to her supervisor and, although she did all of it practically herself, more important tasks were relegated to the background, which then had to be solved again in a fire mode; for the team it was not a wonder, but the new leader was annoyed;
- there were cases when the flaws of the former leader came out, which the assistant secretary knew how to fulfill, but specifically turned to the new director for clarification, and he had to spend a lot of time and effort in order to delve into the problem;
- she allowed herself to make comments to the heads of departments at meetings, as before. The remarks are sensible, but according to the status and according to the work ethics, she does not have the right to do this.
The new leader recognizes her as a very valuable worker. He understands that she even takes over part of his functions, which somewhat facilitates his work. But the above nuances seriously concern him.
Problem statement: build a cartogram of the described conflict situation.
Situation
The company has developed. The director became the general director, and the heads of departments became the heads of subsidiaries. In one of these enterprises, the assistant secretary of the former director (with special powers, i.e., a functional deputy without authority to manage), who had gone on a promotion, remained subordinate to the new young (but experienced) leader. The new leader gradually began to improve the organization of the enterprise. The former leader was a liberal, but he organized all the work on personal relationships and connections. Everyone did everything, without a clear delineation of duties. The linking and distributing role was played by the secretary-referent.
The new leader began with a clear definition for all functional responsibilities. He managed to organize the work of the enterprise in a new way, and this gave certain results.
Hidden (implicit) conflict situations began to arise in the relationship with the assistant secretary, who, although she did all the work better than her colleagues at other enterprises, but:
- she continued to go directly to the CEO to resolve issues (over the head of her manager);
- often she brought extra extra work from her superiors to her supervisor and, although she did all of it practically herself, more important tasks were relegated to the background, which then had to be solved again in a fire mode; for the team it was not a wonder, but the new leader was annoyed;
- there were cases when the flaws of the former leader came out, which the assistant secretary knew how to fulfill, but specifically turned to the new director for clarification, and he had to spend a lot of time and effort in order to delve into the problem;
- she allowed herself to make comments to the heads of departments at meetings, as before. The remarks are sensible, but according to the status and according to the work ethics, she does not have the right to do this.
The new leader recognizes her as a very valuable worker. He understands that she even takes over part of his functions, which somewhat facilitates his work. But the above nuances seriously concern him.
Problem statement: build a cartogram of the described conflict situation.
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