# data[].attributes.body
The various conflicts that are ongoing between Jenny and her staff are:

- Infective communication Jenny is using her position of power in order to intimidate her staff in order to work harder and faster to meet their deadlines. Hence, she uses social power and orders to force her staff to obey, which might make her staff disgruntled and fear her presence which might explain the tension between her and her service engineers.

- Value conflict: As her new hires are of a younger generation, Jenny's values and beliefs might be different from her younger colleagues due to the difference in past, experiences and ideals/ As such, this might result in a conflict in values between Jenny and her younger colleagues. This is because Jenny and her colleagues' differing views may result in them setting different goals and expectations for themselves which may result in both the employees and Jenny to be dissatisfied and unhappy when their goals are not met. This may hinder the progress of her performance indicators due to a difference in communication methods between both parties and may result in a decrease in motivation.

-Economic conflict: Jenny might not have accounted for the well-being of her employees. This can be seen through her maximization of profits through forcing her staff to meet her specific deadlines and provide the highest quality of service to customers by using methods of extreme coercion and forced compliance and obedience which results in staff unhappiness and dissatisfaction overall.

(ii) Using the Thomas-Killman conflict resolution instrument, we can make Jenny use more compromisation as a resolution instrument. Jenny can start off by making compromises with her staff and start seeing her staff as equals and not inferior beings. She can also start by making goals which achievable and attainable, whilst also caring for her employee's well-being. On top of that, her employees can also compromise to pledging to working harder and trying their best of their ability to meet their new goals. The employees may also compromise with Jenny's goals by agreeing to stay for longer hours in the workplace whilst having sufficient breaks agreed to by Jenny. Hence, this can possibly help both Jenny and her employees reach towards a mutual consensus that is beneficial for all.

On top of compromising, Jenny can use a method of accommodating in order to help staff become more satisfied and happy in the workplace. This can be done by Jenny taking workshops and classes that specialize in organizational psychology and human relations to make her more understanding of her employee's plight(e.g. some workers might be parents and they have to struggle with both their children and their workplace which is a difficult task). As such, this might result in Jenny becoming more accomodating to her employee's needs such as when they need to take a leave for emergency reasons.

# data[].attributes.body
i) Conflicts:
1)  More aggressive in performance indicator
Explanation: Due to the overwhelming pressure of 3 goals she has to achieve in a year, she feels stressed and feel the need to attain these goals fast esp since she has to provide extra guidance to her staff and research team.
2)Tight deadlines for the staff to meet
Explaination: She sets unrealistic deadlines for her staff due to the pressure from the higher management which she then pressures her staff to meet the deadlines. (She feels that it is alright since she is not the one who will be doing these tasks)
3)Threatened them with warnings and termination
Explaination: This can lead to tension where there is a division between her engineer team and herself, and it affected their relationship as a whole
4) More dominating; provided her own ideas instead; space was not given to them to innovate (freedom)
Explaination: She feels that her ideas are more crucial in boosting the performance and she does not lead the team in productivity but instead imposing her ideas and values and spring everything her own style
5) Micro-manages the research team
Explaination: She imposes ideas for her team and does not give room for her staff to voice out their opinions and their voice. She feels that it’s her job in delegating specific tasks for each individual rather than hearing their input and ideas. She is also always looking over their shoulder causing them to feel overwhelmed.

ii) Collaborating: She needs to collaborate with her staff and research team. She does not listen to the inputs of her staff and only finds her way and opinions right. If her staff produce poor quality work, she can give back constructive feedback first to improve the quality.

Accomodating: She should not be overly assertive on her deadline and more understanding of the targets set.

# data[].attributes.body
(i) 1. Tight deadlines: Giving tight deadlines do not give staff a chance for errors (e.g. no time for staff to seek help/guidance if they have any difficulties), they only have “one chance to do it right”

2. Threatening to terminate service engineers: the staff may feel that Jenny did not take the time to understand their job scope and roles and as such, that department may have already operating at maximum capacity

3. Meetings filled with tensions: nobody wants to step up and address the issue (knowing both parties are unhappy with each other)

4. Research team: the job process of the research team is not well set up (since her team is new to the cooperate level). Jenny also expects them to produce a certain level that they might not be able to achieve.

5. Jenny knows her own goals and what she wants to achieve but her staff doesn’t as they do not know what to achieve.

(ii) 1. tight deadline (compromise): Jenny needs to reevaluated and check on her staff to see whether it is realistic to meet the deadlines
2. Threatening to terminate service engineers (obliging): Jenny to take a look at the department as a whole and reevaluate whether this is overworked (then she has to compromise on her expectations for that department) if the staff are really being unproductive (then the staff has to oblige Jenny’s expectations)
3. Meetings filled with tensions (collaborating): both parties need to collaborate and work out solution to solve the tension
4. Research team (compromise): Jenny has to let the team have space for them to develop without over controlling everything in the group
5. Collaborate: staff has to understand what Jenny wants to achieve and Jenny has to understand the best way for her staff to perform well

# data[].attributes.body
i) Role conflict
- Due to the fact that jenny was previously a marketing manager, she could possibly be experiencing role confusion and therefore took up roles that were out of the CEO's job scope that comes with the three performance indicators that her company had given her.

Micromanagement conflict
- employees may become more reliant on Jenny and would therefore be unable to work independently, Jenny may not be able to focus on other areas of her performance indicators

Deadline conflict
When jenny started to pursue her performance indicators aggressively, she gave her staff tight deadlines to meet which could have caused the staff to feel overwhelmed and pressured

ii) Deadline conflict
-(compromise) jenny can sit down with the staff and discuss to have a more flexible deadline. Both parties can then reach an agreement

Micromanagement conflict
-(collaboration) instead of micromanaging her staff, she should appoint a team leader and collaborate with the team leader to allow for more flexibility and for them room for them to learn by themselves

Role Conflict
-(collaboration) jenny should do the work within her job scope and delegate the other roles to other staff members so that she can focus on the organisation culture

# data[].attributes.headline
shyene, grace, nisaa, keerthi, ayiana, rachel 

# data[].attributes.subject
shyene, grace, nisaa, keerthi, ayiana, rachel 

# data[].attributes.body
(i) Jenny struggles to keep up with her own high expectations as she was performing well for the past three years which helped to build her reputation which her caused the pressure she put on her staff as well the way she managed them. Jenny was too overly assertive and domineering. (eg. threatening engineers to produce god quality service)
Jenny expressed poor communications in instructing her staff which caused tension amongst the team especially with the service engineers. she allowed no room for negotiations and expected her staff to do as they were told.

(ii)
obliging: Jenny needs to be more open in listening to the opinions of her staffs in how their service can be improved especially the service engineers. based on the case study given she can be seen as too domineering and dominating in her instructions

dominating: Jenny can be less dominating and more compromising towards her staff to improve communicating amongst her staff

avoiding: she can change her ways of giving instructions to her staff and be more open to feedback so that her staff will be more open to talking her which would improve the overall teamwork environment

collaborating: Jenny can learn to work with her staff or people with the same expertise to help her delegate the work and allows them to be more productive as there would be fair workload distributed amongst the team.

compromise: Jenny should give her staff a fair amount of time in return for better quality of work rather than rushing deadlines and producing poor quality work