Case Analysis for “The OSIM Group (A)” by Julius Datinguinoo
A Case Analysis for “The OSIM Group (A)”
Assignment 1, Unit 2, Organizational Behavior
Robert Kennedy College
Presented by Julius Datinguinoo on 20 May 2009
What should Tom Stark do?
In the midst of a major merger and a possibility of an internal corporate power
struggle, Tom must balance the interest of all involved parties while making sure
that the company’s interest takes utmost priority.
Realization and Acceptance of Conflict
To begin with, Tom should realize that conflict is inevitable. That ‘it is a normal
aspect of human interaction’… [which] ‘arises from unmet needs, unrecognized
differences, and difficulties in coping with life’s changes and challenges’ (Geller
& Cottrell, 2008:1). Currently, the merger is a big change and challenge not just
for the executives but also for other employees of OSIM Group. According to
Frank, some executives, including him, were unhappy not to have benefited
financially from the acquisition - an unmet need. There is a perceived inequity in
this situation (Robbins & Judge, 2009:193). Frank also finds it difficult to get in
terms with his differences with Dave relating to current company objectives and
leadership style – unrecognized differences.
Tom should not ignore the current conflict, although that is the natural response.
If he avoids it he will just allow other people, like Frank, or the passage of time to
respond to the conflict for him. Consequently, he becomes a passive recipient of
other people’s choices and actions, for better or for worse. ‘When conflicts are
ignored, molehills become mountains. It is less expensive and more effective to
address conflicts before they escalate’ (Geller & Cottrell, 2008:2).
As the economist Robert Townsend (Wikipedia, 2009:1) once said, “A good
manager doesn’t try to eliminate conflict; he tries to keep it from wasting the
energies of his people” (Geller & Cottrell, 2008:1), so too should Tom be
proactive in dealing with the