BrandMaker Company Issues - Essay Example

 Case Study- BrandMaker Case Study- BrandMaker 1. Tom Morris needs to address the following issues: Difference of opinion amongst the Board members: Brad Buckley and Robert Hinckley are strong opponents of the integration of CIM and EAD while other Board members are in disagreement too. Carlos, on the other hand, seems adamant to take on CIM with his strong quantitative analysis. It is clearly obvious that difference of opinion is creating a gap in the working relations of the team. The difference in opinion is leading to emotional outbursts which can disrupt work flows. A divided Board due to the growing difference on the integration of divisions: Prolonged division can turn into permanent enmity or difference. The longer the duration of worsening relationships, the stronger the impact on interpersonal relationships. It there follows that due to unfavorable working conditions, the relationships of the team members are going towards a point of no-return. The solution should be provided as soon as possible and should be acceptable to all members of the Board, balancing out all power struggles. Seepage of misinformation throughout the organization which can cause demotivation among employees: Before a proper solution is sought, the news of divided Board can cause sub-ordinates to influence other employees’ behavior at work positively or negatively. The divide at a higher level is highly likely to bring about a divide at the lower level. Workers with similar interests are likely to gather together in the same group without regard to their status in the working environment. More over the work culture difference at CIM and EAD is integral. Employees at CIM may feel unsecure at the thought of the integration with EAD and feel demotivated to work. The ultimate consequence of all this may reflect in the annual outcome of the company. Keeping all the Board members logically satisfied, even Head of EAD, who seems very ambitious: Tom Morris being the decision-maker needs to maintain a balance between all the members of the Board. Although this appears to be quite simple for an outsider, the act of maintaining balance and justice between the opposing parties is very challenging. The leader is bound to make a decision in favor of one and only one of the opposing parties, which results in the dissatisfaction of the other. A balance should be maintained based on merit and facts. While we can see two extremes of quantitative and qualitative analysis done by the Board members, Tom Morris cannot afford to take sides. Keeping a power balance, among the Board members and between CIM and EAD: According to Glaser (2006) “Power in the workplace has traditionally been defined as force, dominance, assertiveness, strength, invincibility, and authority”.Each Board member has a positional power. Tom Morris needs to maintain the Board member’s positional power balances and the power balances that CIM and EAD divisions hold in the market and in the organization. Tom needs to be clear of the position these two divisions have in the market and how integration will affect their market balance. This basic knowledge is not only essential for this move, but since it can have far reaching consequences, it is essential that the delayed outcomes of such moves are also predicted ahead of time. Besides that, each of the divisions has a different internal structures and making one adapt to another structure might mean losing market power. Additionally, the staff of the division which loses its existence is likely to get demotivated due to relatively poor prospects of growth post such a change. 2. Power is the capacity to influence other people, that it is conferred by the control of resources (positive and negative outcomes, rewards and costs, information, etc.) that are desired, valued or needed by others and which make them dependent upon the influencing agent for the satisfaction of their needs or reaching their goals. Different types of resources confer different types of power leading to different kinds of influence [Joh05]. Power can also be defined as social process by which results can be obtained (Perkins & Arvinen-Muondo, 2013). The extent of power is also an important factor which depends largely on the level of need of those who are dependent upon the authority that possesses the control of resources. The greater the dependency of people on a specific resource, the greater is the influence of those who. In BrandMaker’s CIM division’s case the power struggle can harm the business coming to CIM since Carlos’s loyalty lies with EAD and his vision about CIM does not involve qualitative data. It is based only on quantitative data, figures and analysis of cost cuttings, expansion of BrandMaker business by providing EAD services to ‘big ticket’ clients that are with CIM. Carlos is of the opinion that growth is only possible if both EAD and CIM are allowed an equal chance considering them a part of the same field of work. Carlos believes in strengthening EAD by bringing in CIM rather than realizing these two as separate field of work and growing them accordingly. CIM is set to lose considerable business as foreseen by a number of Board members; although a heightened level of uncertainty does exist regarding this claim, yet it is highly likely keeping in view the prevailing circumstances. 3. The conflict has brought out members who are loyal to CIM. John’s friend Brad and Robert Hinckley are two members who have spoken strongly against the integration with qualitative reasons, understanding the ex-Director’s philosophy of running it. Tom Morris can use this opportunity to dispel the conflict and appoint either of the two as Director of CIM. The Board can also consider promoting someone from the ranks of employee to a Director to run the division as the organization is one short of a Director. As the Board members are also open to the idea of hiring, it can be reasoned that Carlos was also hired as Director EAD and so CIM can also get a new Director for fresher ideas. Since Carlos has spoken up, Tom can look into the reasons for such a vigorous attempt at integration of CIM and EAD from Carlos and set up functions between the two divisions where information sharing can lead to better clientele for both and enhanced business and reputation for BrandMaker. References Glaser, G. E. (2006, March). Power and Influence. Leadership Excellence, 23(3), 16. Perkins, S. J., & Arvinen-Muondo, R. (2013). Organizational behaviour: [people, process, work and human resource management]. London: Kogan Page. Joh05: , (Turner, 2005), Read More