# data[].attributes.body
Task Conflict, Jenny has set aggressive targets for her staff, for example, the service engineers this has created tension due to her strict deadlines and focus on performance leading to disagreements on how the tasks should be executed.

Organizational Conflict, Jenny seems to be focused on achieving major changes within a short period which may not align with the current organizational culture or its capacity to adapt to changes quickly the staff may resist her attempts to overhaul processes and standards since Jenny's leadership style and expectations are different from what they are accustomed to.

# data[].attributes.body
Collaborating, Jenny can use the collaborative approach. Instead of setting targets unilaterally, she can involve her staff in the decision-making process allowing the staff to suggest realistic deadlines and methods to improve the service quality, she also can encourage the research team to brainstorm new ideas and offer support without micromanaging this approach to foster teamwork, open communication and joint problem solving leading to better ownership of tasks and targets.

Compromising, Jenny can compromise with her service engineers by negotiating more realistic targets or deadlines, an example can be adjusting the deadlines while still holding them accountable for quality work this approach allows both Jenny and her engineers to achieve some of their objectives without one side feeling overly pressured.

# data[].attributes.body
Jenny engages in power conflict with her 20 staff in her second month of work as she tries to ensure optimal performance quality and becomes obsessed with improving the quality of service for clients that she neglects the well-being of the staff. She also experiences ineffective communication with her staff as she gives them unreasonable demands in work such as tight deadlines which would likely lead to burnout in staff. Miscommunication and misunderstanding could lead to differing perceptions and unaddressed concerns that her staff might have. Her aggressive nature of communication could lead to her staff’s needs being unheard and not being listened to.

# data[].attributes.body
- conflicts

jenny encountered difficulties with the service of the team as their performance did not align with her expectations

Her interactions with the employees often resulted in tension

She vigorously sought to achieve the company's performance objectives, which intensified the pressure.

She established tight deadlines that were

challenging for the team to fulfill.

The team was relatively young and inexperienced, which complicated their ability to adjust to the rapid pace of work.

# data[].attributes.headline
 Jenny's relationship with the service engineers is not good. Her strict way of managing, with tight deadlines and punishments for poor work, causes tension in meetings. This stressful environment makes employees uncomfortable and decreases trust. As a result, they may hesitate to share their thoughts for fear of negative consequences.

# data[].attributes.subject
 Jenny's relationship with the service engineers is not good. Her strict way of managing, with tight deadlines and punishments for poor work, causes tension in meetings. This stressful environment makes employees uncomfortable and decreases trust. As a result, they may hesitate to share their thoughts for fear of negative consequences.

# data[].attributes.body
Staff members are confused about their jobs. Jenny sets high goals without discussing them with her team, leading to a lack of direction. Without clear roles, employees may not know how they contribute to the overall goals, which can create frustration, lower motivation, and different ideas about what success means.

The company's culture may focus on teamwork and creativity, while Jenny’s style is more about achieving results. This difference can make employees feel that their ideas are not valued. Instead of feeling supported, they may feel pressured to meet targets without being heard, leading to resistance against Jenny's plans.

The research team is made up of younger, less experienced employees who might have different ideas about work compared to Jenny. They may want a flexible and creative environment, while Jenny’s strict style clashes with their need for independence and support. This gap can lead to misunderstandings and frustration due to differing work expectations.

Jenny's close supervision may come off as micromanagement. While she thinks she’s being helpful, it can limit the team's creativity and freedom. This controlling style may make employees feel undervalued and less in control of their work, leading to resentment and disengagement over time, which can hurt team morale.

# data[].attributes.headline
Jenny can listen to her staff's concerns and be open to their suggestions. By accommodating their viewpoints, she can show that she values their opinions, which helps build trust.

# data[].attributes.subject
Jenny can listen to her staff's concerns and be open to their suggestions. By accommodating their viewpoints, she can show that she values their opinions, which helps build trust.

# data[].attributes.body
she should not avoid the situation because it can become worse.

she should be working working together with the team to find solutions. She can hold meetings to brainstorm ideas with her staff, so everyone feels included and heard. This builds teamwork and encourages creativity.

Jenny should focus on listening to her staff without interrupting. This shows that she cares about their concerns.

Encourage team input when setting goals. This creates a sense of ownership and ensures everyone knows their role.

Create a way for staff to give ongoing feedback to Jenny about how things are going. This keeps communication open and shows that their opinions matter.

# data[].attributes.body
According to the Thomas-Kilmann conflict resolution instrument, it would be helpful for Jenny to engage in collaboration with her 20 staff by introducing more skills training and guiding them to use advanced technology to enable them to complete their targets easily and conveniently. Jenny can start reminding herself about her staff needs that she discussed with them individually and implement policies like breaks and mental health checks to ensure her staff are able to work comfortably.

# data[].attributes.body
Jenny recently joined a new engineering MNC as a CEO. Previously, she was a high-flying marketing manager in an aviation engineering MNC where she performed excellently for three consecutive years. Word on her capabilities spread and she was head-hunted for by the new MNC. Mary’s company has given her three major performance indicators: first, improve the quality of service for clients; second, develop new research capabilities, and third, improve the organization culture. Jenny was given one year to achieve these indicators.

During her first month at work, she spent considerable amount of time trying to understand current work processes, best practices, challenges the company face and staff issues. She also organized several mass meetings with her team of 20 staff and met them individually to understand their job scope, challenges, and personalities. In the second month, Jenny started pursuing her performance indicators aggressively. She set targets for each staff and gave them tight deadlines to meet. She went in hard on the service engineers and made it clear that if they produced poor quality service, they would be warned by the company and eventually terminated if they continued being unproductive. Her meetings with the service engineers were often filled with tension.

Jenny has a small research team (five other staff) to work with to develop new research capabilities. The research team is relatively young and new to the corporate world. Jenny understood this and took it upon herself to provide extra guidance for them. She would delegate work to them, chart out her ideas and got them to follow-up. She also supervises them very closely to ensure that they meet their targets. Six months later, Jenny found that she has not made much progress with these three performance indicators. She begins to worry.

(i)            Discuss the various conflicts that are ongoing between Jenny and her staff. You must identify and explain the types of conflicts (10 marks)

(ii)           Using the Thomas-Kilmann conflict resolution instrument, provide a detailed account of how you would help Jenny and her staff resolve the conflicts (10 marks)