Current Accountant

The reason there was conflict over the staff changes was because of lack of communication with other employees. During the board meeting, Brian announced that there was a new hire for the finance director position. Based on the argument by the other members, it was evident that they did not want a new employee to take the position because the current temporary accountant was performing just fine. The reason for the strife over the staff change was because employees were afraid of change. The employees were very resistant to change because they believed that the current accountant who has been working for the organization in the past twenty years was very loyal and performing his duties accordingly. Thus, they found no reason for the change. The employees also feared that they could not find anyone else who would perform his duties like the way Joe performed his duties as the accountant.

I believe that the conflict over staff changes occurred because of the employee’s fear that the new way would not be better. The employees believed that things were going well with the old accountant; thus, they did not find any reason to hire a new finance director because they feared that it would not lead to any improvement. During the meeting, Dan asked whether the person was going to do more than the current accountant or it was just a fancy title of the finance director (Jameson, 2010). It is an indication that the employees thought that the change the executive director was proposing would not result in any improvement. The strife occurred because employees were resisting the forward movement since they felt satisfied with how things were going on in the company.

Informal communication network

Informal communication refers to a casual form of information sharing used in personal, conversations with family members and friends. A bridge refers to members of a clique creating connections with other cliques. The liaison tends to link the clique, but they are not members of the clique. The gatekeepers are people who tend to ration access to other members of a clique and also to resources. The isolate is usually outside the main interaction of the clique and the wider organization. They are usually less experienced, younger, and dissatisfied with the organization. The opinion leaders are influential people who normally interact a lot with others (Powell et al. 2013). They tend to exercise expert and referent power. The cosmopolite also the boundary spanners are the key link between the organization and the outside world.

From the case study, the executive director, Brian, is an opinion leader. Opinion leaders tend to play a key role in defining the popular issues and also influencing the opinions of others regarding them. An opinion leader is usually informed because of being more exposed to different activities and relationships (Powell et al. 2013). In the case study, when Eileen is looking for any information regarding Helping Others, she considers talking to Brian because he can provide more information about the organization. As an opinion leader, Brian also takes the responsibility of communicating with other employees in the organization regarding any changes that the organization is considering. Because of the exposure and his influencing abilities, Brian tends to play a fundamental role in the organization when it comes to spreading ideas, opinions, and values. Brian tends to participate in providing information to his employees and has an influence on the change process.

Organizational culture

Organization culture refers to the behavior of humans within the organization, and the meaning people attach to those behaviors. The mission of the organization in the case study is to provide social and instrumental support to the senior population in the county of North Carolina (Jameson, 2010). The organization in the case study has a clan oriented culture. The clan oriented culture tends to be a family line that focuses on mentoring, nurturing, and also doing things together. The clan culture tends to emphasis on loyalty, commitment and mutual trust (Powell et al. 2013). The organization has flexible operating procedures, leaders are mentors and resemble an extended family. The culture is evident when the employees are describing the organization.

According to Maryanne, employees in the organization usually work together to make sure that everything get done. Most employees consider the staff in the organization as being close just like a family. Maryanne considered the staff in the organization as being very friendly and work collaboratively to make sure that they accomplish the mission of the organization. Diana also claimed that the interaction in the workplace is excellent as there is a lot of face-to-face communication. Every employee in the organization is friendly, and the organization has an open-door policy. In the clan oriented culture, the organization tends to respect relationships with clients, workers, community, and the environment. Typical of a clan culture, the organization is just like an extended family where there are high morale and employees mentor each other.

Reference

Jameson, K. (2010). Growing pains.  In J. Keyton & P. Shockley-Zalabak (Eds.), Case

    studies for organizational communication: Understanding Communication Processes

    (3rd ed.; pp. 46-52). New York: Oxford University Press.

Richmond, P., McCroskey, C., & Powell, L. (2013). Organizational communication for

    Survival (5th ed.). New York: Allyn & Bacon.

Sherry Roberts is the author of this paper. A senior editor at MeldaResearch.Com in nursing essay writing service services. If you need a similar paper you can place your order from research paper services.