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Wasta Company Conflict Managment Report

The issue which is arising from the stated case involving Wasta as an organization is a case of organizational conflict. The conflict which is arising from this case is brought to the fore in the recruitment process. In addition, power related issues are also arising in this case. It is important to note that in every organization relationships exist. Every relationship has its share of conflicts, disagreements, and divergent interests.

Conflicts have the potential to destroy a relationship, put companies out of business, and ruin careers (Gold, 2004). Negative consequences usually arise from the failure to handle conflict in constructive ways. Constructive conflict management produces creative solutions to problems, high quality relationships, and constructive change. It has already been stated that conflict is present in all organizations in different forms.

An organization cannot exist without conflict. Since conflict is a permanent part of any organization, a good manager tries to understand the sources from which it emanates. There are issues which are arising in the case of Wasta. The problems which are highlighted in this case include the fact that the employment procedures have been flouted. For instance in the case of Wasta, the wife of the director of HR got her job without following the employment procedures or consulting other team members.

Jealousy and unhealthy competition are also creeping in. Consequently, there are cases of undermining each other. For instance, Yousif chooses to ignore one of his colleagues. This does not solve any problems rather it compounds the problems. These are the cases which lower the employee morale thus compromising the employee output.

Furthermore, the power balance between Rashid, Wafa, and Yousif is not clear thus resulting into conflict which may is unhealthy to the business organization. The recommendations of this process include ensuring that the recruitment process is in line with the organizational requirements. Essentially, recruitment of staff is a very important part of the work of community and voluntary organizations (Singh, 2009).

It is the responsibility of management to recruit and select the best candidate for the position. The staffs are one of the resources in a community groups or an organization. Having the right staff is vital to achieving the aims and objectives of any organization. Selecting the right person is not easy to do. It is essential to put time, care, planning and preparation into the recruitment process. Fair and effective recruitment procedures help to build an effective staff team, reduce staff turnover, promote high standards and trust, and lastly achieve the aims of the organization.

Recruitment is the process of seeking applicants for a job vacancy. Selection is the process of choosing the successful applicant (Clarke & Agency, 1996). Careful selection of candidates for training is essential for the formation of effective analytical panels, both discriminative and descriptive. Selection is an assessment of candidate potential and a precursor to training. The selection of candidates should be based on specific personal attributes and potential capability in performing specific sensory tasks.

To maximize training efficiency, a candidate history should be recorded. Background information may be collected through questionnaires or personal interviews, or both. Determine the following background information about candidates; Interest: interest is essential for learning and good performance. It is related to understanding the importance of sensory testing. Candidates should be made aware of its importance throughout the recruitment, selection, and training process.

Availability: availability is critical is critical during training, since the learning curve is steepest at this time. One hundred percent attendance is preferable (Withers & Wisinski, 2007). Promptness: it is essential that panellists be on time for each session. In addition to the obvious problem of wasting other people’s time, tardiness causes loss of sample and experiential design integrity. Health: panel candidates should be in generally good health, with no conditions, such as allergies to test materials, which would impair their ability to make reliable judgments.

Certain medications may also influence panellists’ tastes sensitivity. Articulateness: the degree of verbal ability required is dependent upon the tests methodology. Descriptive tests generally require good verbal communication skills since panellist are expected to define and describe various characteristics of products. Other factors: although not essential, certain other factors may be considered in selecting panellists such as the job, education, work experience, sensory experience, age, smoking and sex.

So the staff recruitment is central to team building and developing a shared set of values in an organization. It is worth noting that there is need for more freedom in recruiting new members of staff. However, this process should be underpinned under a given set of principles (Withers & Wisinski, 2007).

These principles should be decisions which are taken in the public interest (not for financial or material benefit), they should be made with integrity (not influenced by obligations to outside individuals or organizations), are made with objectivity (on clear merit), show clear accountability (are able to undergo appropriate answerability), are open to scrutiny (can be explained, and reasons can be given for the decisions made), are made honestly (with appropriate declaration of private or conflicting interests) and show clear leadership (even if they are difficult, they stand up to scrutiny and are exemplars of ethical public life).

Sometimes these principles can be compromised by a different, but overriding, set of principles; if there is a shortage of applicants for a post it may be that the leaders will either invite people to apply, or ask others to invite specific people to apply for a position (Gold, 2004).

In conclusion, it is important to note the value of understanding the role and the obligations of each position within this organization. This will ensure that the arm chair decisions are not made thus reduce the risk of engaging in conflicts which are of this nature. It is important for every person within this organization to be familiar with the objectives and goals which inform the direction of the company. Thus, as a leader, the human resource manager should consult and arrive at decisions of this calibre based on the consensus of the organization.


Clarke, J., & Agency, C. P. (1996). Staff Recruitment. Dublin: Combat Poverty Agency.

Gold, A. (2004). Values and Leadership. London: Institute of Education.

Singh, K. ( 2009). Organizational Behaviour: Text and Cases. New Delhi: Pearson Education India.

Withers, B., & Wisinski, J. (2007). Resolving conflicts on the job. New York: AMACOM Div American Mgmt Assn.

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