Analysis of the Case Study : Part 1  – ( background history)  of business landscape in the form of a  contextual description  of the  company  and how it operates its business dealings. There has been a change that has occurred recently in business strategy since Metro Services Inc. has taken on the addition of a new more demanding type of client ( governmental organizations).  When a company services a governmental organization they must readjust their approaches to match policy dictates.  More than likely, training is required to upgrade standards in 3 major areas of service specialty efficiency which include: operations, building performance review systems and information management. The company’s marketing strategy operates on the premise that a management replacement can be fully trained and qualified in a 14 day period or Metro Services will assume a loss of operational revenue by forfeiting the finder’s and placement fee it normally charges.  The loss is substantial because it is calculated by a percentage of 10% annually ($5,000). The company wants to produce the best and the brightest talent so that the company will hire full time at a cost of another $5,000 for retaining permanent placement of the professional.  The ideology which was and still is the basic vision for the establishment of the firm, is to place the most fully up-to-date, and highly qualified professionals who are exceptionally trained, and have the capacity to fit into many diverse workplace settings because they have been trained to be adaptable (and possess extraordinary qualifications, and to have high-level multicultural, social skills, which allow for ease of transition and successful integration. In order to maintain its market positioning (its hard-earned high standard policies earned by its 15 year reputation) and to meet the requirements imposed by their new client (governmental organizations), Metro Services Inc. has had to invest a great deal financially as it was necessary to find a reasonable space that could be affordably renovated. This was a mandatory move on the part of Metro Services Inc. as the new building has been slated to be a training center.  Monetary outlays have been incurred and will have to be accounted for (an expensive proposition commonly undertaken by any business entity forced to grow to remain competitive for its own survival). Part 2 –  ( correspondence)  from one Mr. James Baker, a  one-time  employee of  Metro Services. The letter from Mr. Baker is suspicious for several reasons.  He has a permanent placement opportunity which has been made available by Metro Services Inc. They located him and placed him in a good fit position and because of this match he is no longer a temporary worker but enjoys the status of a full-time position.  There was no apparent need for the circulation of a letter to staff at this point nor his self-appointed leader status of the employee group which makes his motives questionable. After looking into .

1. Analysis of the Case Study
:
Part 1
– (
background history)
of business landscape in the form of a
contextual description
of the
company
and how it operates its business dealings.
There has been a change that has occurred recently in business
strategy since Metro Services Inc. has taken on the addition of a
new more demanding type of client (
governmental organizations).
When a company services a governmental organization they
must readjust their approaches to match policy dictates.
More than likely, training is required to upgrade standards in 3
major areas of service specialty efficiency which include:
operations, building performance review systems and
information management. The company’s marketing strategy
operates on the premise that a management replacement can be
fully trained and qualified in a 14 day period or Metro Services
will assume a loss of operational revenue by forfeiting the
finder’s and placement fee it normally charges. The loss is
substantial because it is calculated by a percentage of 10%
annually ($5,000). The company wants to produce the best and
the brightest talent so that the company will hire full time at a
cost of another $5,000 for retaining permanent placement of the
professional. The ideology which was and still is the basic
vision for the establishment of the firm, is to place the most
fully up-to-date, and highly qualified professionals who are
exceptionally trained, and have the capacity to fit into many
diverse workplace settings because they have been trained to be
adaptable (and possess extraordinary qualifications, and to have

2. high-level multicultural, social skills, which allow for ease of
transition and successful integration.
In order to maintain its market positioning (its hard-earned high
standard policies earned by its 15 year reputation) and to meet
the requirements imposed by their new client (governmental
organizations), Metro Services Inc. has had to invest a great
deal financially as it was necessary to find a reasonable space
that could be affordably renovated. This was a mandatory move
on the part of Metro Services Inc. as the new building has been
slated to be a training center. Monetary outlays have been
incurred and will have to be accounted for (an expensive
proposition commonly undertaken by any business entity forced
to grow to remain competitive for its own survival).
Part 2 –
(
correspondence)
from one Mr. James Baker, a
one-time
employee of
Metro Services.
The letter from Mr. Baker is suspicious for several reasons. He
has a permanent placement opportunity which has been made
available by Metro Services Inc. They located him and placed
him in a good fit position and because of this match he is no
longer a temporary worker but enjoys the status of a full-time
position. There was no apparent need for the circulation of a
letter to staff at this point nor his self-appointed leader status of
the employee group which makes his motives questionable.
After looking into Mr. Baker’s background one clue emerges
immediately, an issue where Mr. Baker felt financially slighted
this issue stands out as noteworthy as an intrapsychic
motivating force that propelled the psychological need to revisit
the monetary issue from the past by participating in a obsessive
act which was to send out the letter as a form of retaliation once
in a secured position with another company and no longer in
need of a professional bond with Metro Inc, especially, since he

3. knew of the growth the company was sustaining. Mr. Baker was
operating off a deep seated belief that the company had cheated
him and it influencing his actions despite the opportunity he
was given. This understanding gives a clue by marking the type
of conflict (both overt and covert conflict) and utilize findings
to either implement preventative measures or inform corrective
courses of action (restorative) that will help to regain trust
again with the employees; important element necessary for
leaders to make happen to resolve this conflict.
Part 3
is a synopsis
(outlined rundown)
of the principles (ideologies) and the business conditions
(statuses).
The three partners are not seeing the situation in an empathetic
way. Each is imagining what is happening without thinking of
how they might feel if they felt they were being cheated or
undermined. One can’t believe what is really occurring, the
other is overly optimistic, thinking that it can be straightened
out if need be by professional mediators, and another partner
expects things to remain the same in terms of satisfaction as if
the situation never came up.
Part 4
is a
synopsis of the spokesperson's role
and agenda (plan); some of the problems are
further defined.
Communication or lack of clarity it seems has been a central
issue. The employees feel left out of the loop, and do not feel
as if they are valued for their contributions and now, they find
that the company is moving forward, apparently, without their
knowledge of the acquisition of this building, new training and
growth of the firm. In each of the three points, communications
went around the employees without giving much thought to
creating a buy-in of the company’s growth process and to
explain what to expect. In some instances, the way the company

4. did its monitoring, it appears as if they could have interpreted
suspicion or of the company supposing they were concealing
knowledge, or engaging in acts of disloyalty. Metro now, needs
to reconsider their patterns, postures, or perspectives or they
will lose more trust of their work staff. It could also cost them
their reputation if these employees decided to circulate their
impressions.
Part 5
contains the results of a
ten-item survey
that was given to the employees, with the items and results
shown.
You have been asked (retained) by Metro's management to study
the five existing documents and identify the positives (for
resolution) and negatives (for resolution) in favor of the
management group
The survey makes it clear that there has been a good foundation
made for relations but the employees are seeking more
autonomy and areas that Metro can provide to strengthen
opportunities of individual performance with several other
business entities. This could be provided by the outgrowth of
the new training facilities since they are considered experts in
the areas of development the training will provide. More can be
done to offer job security. Promotion opportunities need to be
thought out and included. A new paradigm for negotiation of
fees prior to placement needs to occur. More than any of these
factors there needs to be a stronger line of communication.
Ombudsman’s office could be set up to represent the employees
if situation ethics are called into question as they were in this
case. In making provisions such as this it demonstrates that the
company has a special concern for workforce issues. More
meetings even brief encounters would invite discussions and
this effort would give staff a stronger voice plus create a
platform for shared values to identify with in the future that

5. would be central in supporting Metro’s growth and would help
staff feel as if they were on top of the changes (Kidder, 1995)
that will be occurring as the company continues to expand. The
employees would have a chance to learn about the stipulations
placed on the company now that it will be servicing government
contracts. Mr. Baker’s assertion would not have gone very far
if these efforts would have been made because the outlay of the
expenses to meet the requirements would have change the
negative perspectives making the impression Mr. Baker imposed
look like the misconception it truly was even though on the face
of it, it was really quite a different situation altogether.
A time-phased strategy to address the conflict and
recommendations for change and resolution recommendation
.
In this instance
DiZazzo (2000)
communication did not get the attention it needed. According to
Argosy University (2017) if mediation is required, only a
fleeting amount of time is allotted if it is to be
effective. Monitoring of the essential window of this
opportunity to make the discussion an aid to relations it is vital
prior to, or after the closure of the opportunity it can possibly,
provide, mediation is likely not to be a resource for resolution
of conflicts.
What should have transpired in this company after 15 years in
operation and in anticipation of the changes they were in the
process of making, an effort to construct some viable conflict
management strategies would have been helpful prior to the
incidents. MIT for example, has such an instrument that
identifies four separate ways to note how a company handles
conflict.
Davis and Kraus
(2017) categorize a firm’s individual conflict style using an
investigative tool called a
Conflict Dynamics Profile
. It determines

6. a company’s conflict
applications; classifying its approach as it falls into one or more
of the following four extents:
·
Disinterestedness
·
Evasion
·
Intimidation
·
Alliance
Metro Services Inc. exhibited various characteristics of all four
throughout the escalation of the situation.
References
Argosy University Online, Module 5 course notes. Retrieved
from:
http://myeclassonline.com
Coleman, P., Deutsch, M., & Marcus, E. (2014). The Mediation
of Conflict. In K. Kressel (Ed.),
the Handbook of Conflict Resolution: Theory and Practice
(3 ed.). San Francisco, CA: John Wiley & Sons, Inc.
Davis, M. and Kraus, L. (2017).
Conflict Dynamics Profile CDP Survey of Organizational
Conflict Management Style.
St. Petersburg, FL. Retrieved from:
https://w NEED TWO PARAGRAPHS WITH REFERENCES
AND URLS RESPONSE TO DISCUSSION ASAP