Background
Robert, a director and union member, has requested an 8 percent raise for his work unit. His request is based on recent finance reports showing that his department has substantially contributed to a 15 percent profit increase for the organisation. He feels that his team should be compensated for the hard work and long hours they have put in over the last few years to achieve this outcome. Kay knows the value of Robert’s team and readily acknowledges their achievements. However, she knows that the company has plans to expand and diversify. This new project will use up the majority of the profit increase for at least the next five years. She is willing to sit down with Robert and talk about how his team can get involved in the new project. There could be new job opportunities, some overseas assignments, and possible promotions to various leadership positions within the new project. Kay has flagged this with Robert; however, he is adamant that his team needs to be compensated with a monetary increase. He went as far as threatening to get the union involved if his request is unsuccessful.
Conflict-Handling Style
There are five major styles of handling conflict which include the following:
Accommodating (Lose – win) – The needs of the other party can be met by one party, even if it places them at a disadvantage.
Avoiding (Lose – Lose) – The situation is avoided by both parties, resulting in the conflict remaining unresolved.
Competing (Win – Lose) – The interests of the other party are disregarded as one party stands firm on their desires and will not back down.
Collaborating (Win – Win) – Time and effort are taken by both parties in devising a solution that is mutually beneficial.
Compromising (Either one) – A middle ground is sought by both parties where concessions may need to be willingly made by one party in order to resolve the conflict.
What is Robert’s conflict-handling style?
Based on the above case study, the conflict handling style used by Robert can be identified as competing style. To further support my answer, let’s break it down into the following key points:
Standing firm: Despite knowing about the company’s plan to use the majority of the profits for a new project. Robert being a director, did not act in the interest of the company. Instead, he made clear that his team needs to be compensated with an eight percent raise.
Will not back until desires are met: Kay recognised the value of Robert’s team and offered alternatives opportunities such as overseas assignments and promotions within the new project. However, Robert did not even give it a thought and instead he demonstrated the lengths he is willing to go for his request to be accepted by resorting to threatening the involvement of the union.
Hence, the conflict-handling style of Robert can be classified as competing style, where he remains firm on his decision and not willing to compromise.
Bargaining approach
Distributive (Win – Lose) – It is a position based negotiation, where one is fixated on getting ‘what they want’ at the expense of the other party.
Integrative (Win – Win) – It is a interest based negotiation, where both both parties will engage in joint problem solving to find a mutually beneficial solution that satisfies both parties’ interests.
What is Robert’s bargaining approach?
Robert’s bargaining approach would be Distributive. This is further supported by the following key points:
Focuses on self gain: Being a director, Robert knows well enough that if his team were to get an eight percent raise, it will hinder the company’s budgeting on the new project. Also, Robert threatens to involve the union, further shows that Robert is fixated on getting what he wants.
Disregarding the other party: When Kay proposed new opportunities as an alternative solution to Robert’s request, Robert disregarded Kay’s proposal without even trying to come up with a mutually beneficial solution. Thus, this shows that Robert is only concerned about getting what he wants and not giving a thought to the other party. Robert’s focus on maximising gain for him and his team while is the clear indication of “winner-takes-more”. Hence, a Distributive bargaining approach which results in a win – lose situation, where if Robert and his team gets the eight percent raise (Win), the company will have tight budget for new project (Lose).
Interpersonal Communication
Interpersonal communication is the process of exchanging information between two or more people either through verbal or non-verbal methods. It be can grouped under four main aspect of communication: verbal, listening, written and non-verbal.
What aspect of interpersonal communication is contributing to the poor working environment? How is this demonstrated in the case?
They key aspect that is contributing to the poor working environment would be the listening aspect. It is seen when Kay offered alternative opportunities, Robert was dismissive of Kays’ offer as he adamant about getting monetary compensation for his team. Robert is hearing but not listening, he was too blinded by his self-centered request that it prevented him from considering the bigger picture, leading to tension in the workplace, ultimately contributing to the poor working environment.
Edward Hall’s Context Model
Using Hall’s context model (high and low context culture), describe one of the characters’ behaviour. How did you determine that?
Based on Hall’s context, Robert’s behaviour can be viewed as low-context culture. Traits from low-context culture exhibited by Robert includes:
Competitive: Robert stands firm on his desire for monetary compensation, not willing to take no for an answer.
Individualistic: Robert prioritise his team’s interests over the company’s plans for expansion.
Verbal & Explicit: Robert speaks his mind, he put his points across explicitly stating that he wants eight percent raise.
These traits aligns with the characteristics of a low-context culture, where straightforward communication, prioritising individual goals, and being competitive are deemed important.
References
Valamis (2023) 5 conflict management styles every manager must know [guide], Valamis. Available at: https://www.valamis.com/hub/conflict-management-styles (Accessed: 30 July 2023).
Quain, S. (2019) Differences between Distributive Bargaining & Integrative Bargaining, Small Business – Chron.com. Available at: https://smallbusiness.chron.com/differences-between-distributive-bargaining-integrative-bargaining-11582.html (Accessed: 30 July 2023).
Terra, J. (2023) What is interpersonal communication? skills, types, and examples: Simplilearn, Simplilearn.com. Available at: https://www.simplilearn.com/what-is-interpersonal-communication-article (Accessed: 30 July 2023).
Bansal, V. (2022) High context culture vs low context culture: Communication Design for avoiding uncertainty, TechTello. Available at: https://www.techtello.com/high-context-culture-vs-low-context-culture/ (Accessed: 30 July 2023).
MGNT102 - Jit Siong 
6 replies on “Case Study Analysis”
Hello, Jit! I always eagerly anticipate reading your blog because you have a talent for presenting insightful content in a simple and easily understandable writing style. Your approach of initially explaining the five conflict handling styles helps readers grasp clearly why Robert’s conflict handling style is competitive. I wholeheartedly agree with the points you’ve made. As a director, Robert is well aware that granting his team an eight percent raise would impact the company’s budget for the new project. However, he is solely focused on the immediate benefit of the raise for his team, disregarding the interests of the other party, indicating a distributive bargaining approach. I truly appreciate the way you emphasised key words to enhance readability. Your final blog is exceptionally well done!
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Hi Jit, your explanation is on point and well written, it is really informative and the usage of highlight and bold effects helps to bring the attention of readers to important pointers.
I did an analysis on Kay’s Integrative bargaining approach in my own blog post but I totally agree with you that Robert’s bargaining approach is a distributive one as his behaviour is inline with the definition. He is so hung up on the 8 percent raise and is uninterested in Kay’s proposal or the future plans of his company. This clearly indicates that he is vested in meeting his own interests at the expense of others. He also intensified the conflict by threatening to get the union involved if his request is unmet. What a total opposite from Kay!
Anyways, thank you for providing a different perspective. My understanding of the case study has improved greatly after reading your post.
Cheers,
-Joey
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Hi Jit Siong, Your essay provides a comprehensive analysis of the conflict between Robert and Kay, as well as their respective conflict management styles, negotiation methods, and interpersonal communication dynamics. You have effectively broken down each aspect and supported your argument with evidence from case studies. Look forward to seeing u in school!
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Hi Jit Siong, it is always a pleasure to read your blog. I agree with you that Robert is using the competing style of handling the situation as he is fixated about the monetary rewards and he does not want to compromise. I also agree with you that Robert’s bargaining approach is distributive, I think that your explanation of how he focuses on self-gain and discarding the other party is very clear and easy to understand.
Next, you mentioned the listening aspect which is what I thought too, if only he could listen and provide feedback, all these can be prevented.
Lastly, I also agree that his behaviour is low-context culture as he only prioritises him/his team, he’s only fixated on what he wants instead of the bigger picture which is what you mentioned.
Thanks for sharing the wonderful blog.
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Hi Jit Siong! Thanks for your explanative case study! I agree that Robert was too adamant about him and his team’s interest by wanting an immediate compensation in the case of monetary value and did not think the rest of the company. Furthermore, as Robert is a director he should be more in lined with the company’s goals and more understanding towards Kay. I like how you addressed that even though Kay proposed different alternatives to Robert, Robert was too focused on his what he wanted and could not consider the bigger picture. Thanks for the great read!
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Hi Jit! Nice to meet you! Your case study analysis blog is amazing! I have read through your blog and I was hooked on how simple you have described the situation so well! The five conflict handling style you have provided gave me a clearer picture on what the differences are and how different the outcome would lead to. From your blog post, I do agree with the points that you gave. Robert was showing signs of Distributive negotiation where he only states what he wants and try to find a compromise, completely disregarding Kay. He only wants what he wants. I enjoy your blog as a whole! Thank you for sharing!
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