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The case study “When Key Employee Clash” explains a conflict between two directors of Kid Spectrum, Inc.

The author states that both Ellen, the administrative director, and Ronnie, the director of clinical operations have totally different ways to work. Ellen follows protocols and want more stuff to control, whereas, Ronnie focuses on what is important: the clients. According to Ellen, Ronnie and his team are slow in timesheets submission which creates a problem in cash flow from the insurer. Ronnie admits this and says that his team needs more time to get used to with the new systems.

Ellen and Ronnie work styles depend on their department objectives. Ellen’s work is more about administrative jobs such as get the timesheets done on time so that cash flow can happen from the insurer based on proper paperwork. In contrast, Ronnie focuses more on groundwork to help patients. One benefit is that both are loyal towards the organization and they are good at their works but they have lack of collaboration. The focus on individual department goal and not align with overall organization objective and direction is the main cause of the issue in this case because Ronnie is so much focused on helping clients and overlooked overall organization goal, similarly, Ellen thinks that the profit from insurer is only necessary but it cannot come without getting the business from clients.

In Harvard Business Review, on “What Leaders Really Do” the author states that “Executives who are overeducated in management and undereducated in leadership, the idea of getting people moving in the same direction appears to be an organizational problem. But what executives need to do is not organize people but align them.” As it does not seem that Ellen and Ronnie are having a problem in achieving their departmental goals so we need to align them with the organization vision.

The case study “When Key Employee Clash” explains a conflict between two directors of Kid Spectrum, Inc. The author states that both Ellen, the administrative director, and Ronnie, the director of clinical operations have totally different ways to work. Ellen follows protocols and wants more stuff to control, whereas, Ronnie focuses on what is important: the clients.

According to Ellen, Ronnie and his team are slow in timesheets submission which creates a problem in cash flow from the insurer. Ronnie admits this and says that his team needs more time to get used to with the new systems. Ellen and Ronnie work styles depend on their department objectives. Ellen’s work is more about administrative jobs such as get the timesheets done on time so that cash flow can happen based on proper paperwork. In contrast, Ronnie focuses more on groundwork to help patients. One benefit is that both are loyal towards the organization and they are good at their works but they have lack of collaboration. The focus on individual department goal and not align with overall organization objective and vision is the main reason of the issue in this case because Ronnie is so much focused on helping clients and overlooked overall organization goal, similarly, Ellen assumes that the profit from insurer is only necessary but it cannot come without receiving the business from clients. In Harvard Business Review, on “What Leaders Really Do” the author states that “Executives who are overeducated in management and undereducated in leadership, the idea of getting people moving in the same direction appears to be an organizational problem.

But what executives need to do is not organize people but align them.” As it does not appear that Ellen and Ronnie are having a problem in achieving their departmental goals so we need to align them with the organization vision. According to Harvard Business Review, “What Leaders Really Do” the author notes that “Motivation and inspiration energize people, not by pushing them in the right direction but satisfying basic human needs.” Successful motivation ensures that they will have energy to overcome obstacles. It further explains that achieving grand vision always requires a burst of energy. Motivation gives a sense of belonging, recognition, and self-esteem. Such feeling touches deeply and elicits a powerful response. Ellen and Ronnie here seem to have lack of motivation to achieve a common goal, just with the personal conflict they ignored the main goal of the organization.

Matthew motivation to achieve organization goal can help Ellen and Ronnie to focus on common goal along with their departmental goal. Matthew can motivate them in four ways. First, he can articulate the organizational vision in a manner that it values to the both Ellen and Ronnie. Second, he should involve in deciding how to achieve the organization goal, this gives a sense of control over them. Third, He can also support employee’s effort to realize the vision by coaching, feedback and role modeling, thereby helping employees to grow professionally and enhancing their self-esteem.

Finally, Matthew can recognize and award success which not only gives a sense of accomplishment but also make them feel that they belong to an organization that cares about them. Therefore, I believe that Matthew can solve this conflict in a couple of ways. First, he can announce incentives for those clinicians who complete the time sheets on time, this will motivate Ronnie and his team to focus on completing time sheets along with their departmental goals. Second, he can organize a workshop on achieving overall organization goal where each employee can understand how their day to day work aligns with the organization vision. This will help Ellen to understand customers are also important along with the cash flow, and Ronnie and his team can understand cash flows are important to stay in business along with clients.

Hence, it will solve the conflicts.