A medium-sized training company with head of?ce in a large provincial city opens a branch in Melbourne. The Marketing Manager, Kristy, who works at head of?ce directs marketing in Melbourne but requires the support of the Branch Manager, Tom, in Melbourne. Con?ict arises over whose role it is to make the ?rst contact with a potential client.
Tom, the Branch Manager, does not wish to be involved with the cold-calling as he sees the focus of his role is to consult with the client once the client decides to purchase training from the company. Kristy has a reputation within the company for demanding people do things her way regardless of their other priorities. She believes it is the responsibility of the Branch Manager to build the client base until there is enough business to appoint a marketing person in the Melbourne branch. As far as she is concerned Tom will do the cold-calls to clients. Kristy, the Marketing Manager rings Tom, the Branch Manager and says ‘You have no choice. The company has to visit a potential client in Carlton today. The client is expecting us and no one else is available. You have no choice, you have to do it.’ Tom replies, ‘Well, I can’t do it. I already have more than enough to do today.’ Kristy says, ‘Why not? What do you have to do that is so important? If you don’t visit them we have no chance to win the contract.’ Tom replies ‘What do you want of me? I can’t do everything.’
1 What level of con?ict have Kristy and Tom reached? Justify your answer.
2 Identify the four steps Kristy and Tom could follow to map the con?ict.
3 What are the bene?ts to Kristy and Tom of mapping the con?ict?
4 Discuss constructive responses Kristy and Tom could use to manage the con?ict positively.
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