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Sheema and Hala both work for a Alosaimi groups in the marketing division.

Case Study:

Sheema and Hala both work for a Alosaimi groups in the marketing division. The general manager of the sales team interviewed and hired Sheema because of her experience and agreeable personality. Hala was interviewed by another sales leader but strongly opposed hiring her for the work because he thought she was not competent to do the job because she was fresher and friendly/talkative.

Six months after Sheema was hired, the manager left the company to start his own company and recommended that Sheema and Hala serve as joint leaders. Sheema agreed reluctantly with the demanded that it be made clear she was not working for Hala. The manager consented: Sheema and Hala were to share the same working area and have to work on the same project.

Within a week Sheema was angry because Hala was representing herself to others as the leader of the entire project and giving the impression that Sheema was working for her. Now Sheema and Hala are meeting with the manager to see if he can resolve the conflict between them.

Sheema says: Right after the joint leadership arrangement was reached with the manager, Hala called a meeting with other team members without even consulting me about the time or content. She just told me when it was being helped and said I should be there. At the meeting, Hala reviewed everyones duties line by line including mine treating me as just another team member working for her. She sends out a letter and signs herself as team lead, which implies to others that I am working for him.

Hala says: Sheema is all hung up with feelings of power and titles. Just because I sign myself as team doesnt mean she is working for me. I dont see anything to get excited about. What difference does it make/ She is too sensitive about everything. I call a meeting and right away she thinks Im trying to run everything. Sheema has other things to do, other projects to run. So, she doesnt pay too much attention to this one. She mostly lets things slide. But when I take the initiative to set up a meeting, she starts jumping up and down about how I am trying to make her work for me.

Assignment Instructions:

Please read the above case study and answer the following questions:

Q1: Writ the problem statement about the above case. Problem statement should include the followings:[400-600 words] [Marks 4]

The clear concise description and summary of the problem,
Scope of the problem,
Consequences of the problem,
The methods for resolving the problem in the above case?

Q2: Discuss the problem with 5-Why analysis. Draw a cause-and-effect diagram based on the problem of the case?[Marks 4]

Q3: If you are consultant and asked to solve the problem, how will you solve the problem of case? What are the steps you will follow to solve? [Marks 2]

Sample Answer

Clear and Concise Description:

The primary problem in this case is a conflict between Sheema and Hala regarding their joint leadership roles within the marketing division. The conflict stems from differing perceptions of authority, communication breakdowns, and a lack of clarity regarding their respective roles and responsibilities.

Full Answer Section

Scope of the Problem:

The problem extends beyond the individual conflict between Sheema and Hala. It has implications for the entire team’s morale, productivity, and overall effectiveness. The ambiguity surrounding their leadership roles can create confusion, resentment, and a lack of trust among team members.

Consequences of the Problem:

If left unresolved, the conflict between Sheema and Hala could have several negative consequences:

Decreased team morale: The conflict can create a toxic work environment, leading to decreased job satisfaction and motivation among team members.
Reduced productivity: The time and energy spent on internal conflicts can divert resources away from achieving team goals.
Damage to team cohesion: The conflict can erode trust and cooperation among team members, making it difficult to work together effectively.
Negative impact on the organization: A dysfunctional team can negatively impact the organization’s reputation, customer satisfaction, and overall success.

Methods for Resolving the Problem:

To resolve the conflict, it is essential to:

Open communication: Encourage open and honest communication between Sheema and Hala to address their concerns and misunderstandings.
Clarify roles and responsibilities: Establish clear guidelines for their respective roles and responsibilities, ensuring that there is no ambiguity about who is responsible for what.
Facilitate collaboration: Implement strategies to foster collaboration and teamwork between Sheema and Hala, such as joint planning sessions and shared decision-making.
Seek mediation: If necessary, involve a neutral third party (e.g., a manager or HR representative) to mediate the conflict and help the parties find common ground.

Q2: 5-Why Analysis

Root Cause: Lack of clear communication and understanding of roles and responsibilities.

Why:

Ambiguous leadership structure: The joint leadership arrangement was not clearly defined, leading to confusion and misinterpretations.
Inadequate communication: Sheema and Hala failed to communicate effectively and openly about their expectations and concerns.
Differing perceptions of authority: Sheema and Hala had different views on who should be the primary leader and how authority should be exercised.
Lack of trust: The conflict may have been exacerbated by underlying issues of trust and resentment between the two individuals.

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Sheema and Hala both work for a Alosaimi groups in the marketing division.

Sample Answer

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Q2: 5-Why Analysis

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