peoplePeople and organizationorganizations have to deal with situationsituations that vary enormously in their complexity and seriousness .
inThis case of the conflict of misdirectin misdirection of faculty havehas two central issueissues. FirstThe first central issue is the unacceptable performance of Dean Markin, who had engeineeredengineered an organizational change that moved Dr. Forester from one department to another . Even though her teaching and research assessments exceeded expectations , in Dr.Marino Marino's case, the communication and goals relating to Dr. Forester's transfer were not clearly understood or relayed fromby Dean Markin through the chair (Drchair. If so, how could he maintain a positive attitudepositive and productive atmosphere? SuccessfulA successful leader, Dean(Dean Markin in this casecase), shouldwould have anticipated a resistant response to change and initiated some proactive measures to ensure that conflict was minimized and the transition was orderly. An administrator's essential task is to clarify the institutional goals, to identify the importance of the staff's role in the organization, and to articulate the benefits of the organizational expectations and direction. Forester and Marino may have subconsciously resisted the change for several reasons. Communication and reinforcing feedback are essential tools for managing conflict. In the absence of this preparatory communication, Dean Markin's next challenge may be more difficult. Dr. Marino to Dr. Forester. Relevant Management Concept: Communication and Feedback.