Identify The Problem And Other Sub Problems

Identify the problem. [and other sub problems] a. Main problem: ……………………………………..

In the case of Mr. Talal, the main problem hinges on the complaint from Al-Shifa Hospital about Mr. Rashad, the sales representative, being ineffective and causing relational issues that threaten a key client relationship. The heart of the issue is whether Mr. Rashad's personal differences with the hospital superintendent are justifiable reasons for his dismissal, or if other underlying problems exist that require attention. Additionally, the problem encompasses internal company dynamics, employee performance evaluation, and maintaining client relationships despite personal conflicts.

Other problems:

1. Potential impact on team morale if Mr. Rashad is removed, given his star employee status.
2. Maintaining company reputation and client satisfaction in the face of interpersonal conflicts.
3. Deciding whether personal issues should influence professional decisions.
4. Risk of setting a precedent about how personal relationships affect employment decisions.
5. Possible underlying issues of communication, conflict management, and cultural sensitivity within the organization.

What could be the causes of problem? a. Cause of the problem- 5 Why Technique

Why-1:

Why did Al-Shifa Hospital threaten to cease business with Medico? Because they believe Mr. Rashad’s personal issues affected his job performance and relationship with the hospital, leading to dissatisfaction.

Why-2:

Why did the personal differences between Mr. Rashad and the hospital superintendent escalate to a level affecting their professional relationship? Because of unresolved conflicts, poor communication, or cultural/personal misunderstandings that worsened over time.

Why-3:

Why were the personal differences not addressed earlier? Possibly due to insufficient manager intervention, lack of conflict resolution strategies, or oversight of interpersonal issues at the team level.

Why-4:

Why did the company not detect or resolve these interpersonal issues previously? Because of inadequate monitoring of employee-client interactions, lack of formal feedback mechanisms, or a focus solely on sales results rather than relationship management.

Why-5:

Why do these issues persist despite Mr. Rashad’s good track record? Because of organizational culture that may prioritize performance metrics over interpersonal dynamics, or because personal conflicts have not previously impacted his performance directly.

Develop a Cause and Effect Diagram

To visualize the root causes, we would create a diagram linking the core issue (client dissatisfaction) to causes such as interpersonal conflicts, lack of conflict resolution, poor communication channels, organizational culture valuing results over relationships, and inadequate oversight of employee-client interactions.

Gather information: What information should the you gather that would be helpful to know before making a decision?

• Detailed feedback from Al-Shifa Hospital regarding the specific issues caused by Mr. Rashad.
• Performance records of Mr. Rashad, including sales figures and client feedback prior to the conflict.
• Records of any previous conflicts or complaints involving Mr. Rashad and other clients or colleagues.
• Information on organizational policies regarding employee conflicts and disciplinary actions.
• Insights into the personal differences—what the issues are, how they originated, and whether they are resolvable.
• Evaluation of Mr. Rashad’s overall contribution to the company and the importance of his role within the team.
• Perspective of Mr. Rashad regarding the conflict and his willingness to address or resolve personal differences.
• Potential impact of removing Mr. Rashad on current clients, team performance, and organizational reputation.

Consider the outcome. What would be the results of the decision?

• If Mr. Rashad is dismissed,:
• The hospital might reconsider their business relationship or seek alternative suppliers.
• The team might feel demotivated, questioning organizational fairness and conflict resolution effectiveness.
• The company might face a reputational risk if the decision appears unjustified or overlooks employee performance history.
• Potential loss of a highly performing sales employee, impacting sales results in the short and long term.
• If Mr. Rashad is retained:
• Relations with Al-Shifa Hospital could improve if conflicts are addressed diplomatically.
• Employee morale may boost if the company demonstrates fair conflict management.
• Prolonged personal conflicts could continue, potentially affecting future client relations or team dynamics.
• The company may need to implement conflict resolution training or mediator involvement.

Make the decision. What should the Mr. Talal do?

Mr. Talal should undertake a balanced and strategic approach. First, he should conduct a comprehensive investigation involving feedback from the hospital, Mr. Rashad, and other relevant personnel. Based on this, he should evaluate whether the core issue stems from professional performance or personal conflict. If personal differences are affecting work and there are no viable resolution options, Mr. Talal may need to consider transferring Mr. Rashad to a different client or role—one that minimizes personal conflict impact. If interpersonal issues can be mitigated through conflict resolution, mediation, or training, he should facilitate this process. Ultimately, the decision should prioritize maintaining the company’s reputation, ensuring employee fairness, and safeguarding key client relationships.

Evaluate the decision. Why do you think this is the best decision possible?

This balanced approach is optimal because it considers the importance of the client relationship, the employee’s overall contribution, and organizational fairness. Resolving the conflict diplomatically preserves valuable human resources and minimizes negative publicity or client dissatisfaction. Addressing root causes through open communication and conflict resolution demonstrates organizational integrity and commitment to equitable treatment. Moreover, by exploring alternatives such as role reassignment, the company can retain talent and maintain operational stability. This strategy aligns with ethical standards by ensuring fair treatment and respecting both employee and client needs, reducing the risk of escalation or legal complications.

Mr. Talal may face Ethical dilemma in finding solutions. What could be possible ethical issues in the above case?

Several ethical issues arise, including the fairness of disciplinary action based on personal conflicts that may not impact performance significantly. Mr. Talal faces the dilemma of balancing loyalty to an employee with the need to protect client interests and organizational reputation. Transparency is critical—decisions should not be made based on favoritism or personal biases but on factual assessments. The ethical obligation to treat employees equally, provide fair opportunity for conflict resolution, and ensure that client relationships are managed professionally are paramount. Moreover, risking the dismissal of a valued employee without exploring all avenues of reconciliation may raise ethical concerns regarding justice and duty of care. The organization must also consider confidentiality and respect for individual privacy when addressing personal conflicts or grievances.

References

• Robbins, S. P., & Coulter, M. (2018). Management (13th ed.). Pearson.
• Daft, R. L. (2016). Management (12th ed.). Cengage Learning.
• Kotler, P., & Keller, K. L. (2016). Marketing Management (15th ed.). Pearson.
• Mayer, R. C., & Solomon, R. C. (2009). Ethics in Business and Management. University of California Press.
• Ferrell, O. C., & Fraedrich, J. (2015). Business Ethics: Ethical Decision Making & Cases (11th ed.). Cengage Learning.
• Schwartz, M. S. (2017). Corporate Ethics and Corporate Social Responsibility. Business Horizons, 60(2), 173-176.
• Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions. The Leadership Quarterly, 17(6), 595-616.
• Heugens, P. M., & Van den Bosch, F. A. (2013). How organizational reputation affects decisions. Journal of Business Ethics, 117(4), 657-673.
• Kidder, R. M. (2005). How Good People Make Tough Choices: Resolving the Dilemmas of Ethical Living. HarperOne.
• Treviño, L. K., & Nelson, K. A. (2017). Managing Business Ethics: Straight Talk about How to Do It Right. Wiley.