Conflict and Change Management

Running head: CONFLICT AND CHANGE MANAGEMENT
Conflict and Change Management
Name of the Student
Name of the University
Author note

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CONFLICT AND CHANGE MANAGEMENT
Part 1:
The sales manager should not write the note because it is unethical and instead report it to
report the same to the higher authorities. The case study presents a unique situation of ethical
dilemma before the sales manager. An analysis of the case study shows that there are three main
salient aspects. The first aspects is that the manager in question took out his friends for dinner
and presented the same as professional expenses. This points out to misrepresentation of facts
which would also have financial implications on the books of accounts of the company. The
second aspect is that he wanted to present his friends as clients which was once again a matter of
misrepresentation (Knoll et al. 2016). The third aspect was that he wanted to sales manager to
support his unethical actions by writing down a note that he was a participant at the dinner. The
third action was involved both misrepresentation and fraudulent practices. As far as the theory
of moral development by Kohlberg is concerned, both the sales manager and the unethical
manager were in the post conventional stage of moral development (Crain 2015). The post
conventional stage of moral development has two stages namely, social contract orientation and
universal-ethical-principal orientation. According to the first stage, every person behaves after
his personal perceptions of rights and values. The people in this stage of development regard
laws as social contracts and are also ready to violate laws which do not profit them. It can be
pointed out that in the unethical manager violated the company’s reimbursement norms and
wanted to misrepresent his personal expenses as professional expenses (Thau et al. 2015). Thus,
it can be analyzed that the unethical violated the employee reimbursement policies because it did
not serve his interest.
The sales manager followed the second stage of the post conventional stage where he
followed certain principles and infringing them would make him feel guilty. The manager in this

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stage concerned on aspects like equality and dignity before taking any decisions. The case study
does not provide any proof that the sales manager supported the unethical manager by writing a
note to certify that he was present at the dinner. It can be hence be assumed from this analysis
that he did not support the manager because writing the note tantamount to misrepresentation
which was unethical (Khaneja, Bhargava and Gupta 2017).
The sales manager should inform the senior managers about the unethical acts of the
manager and the latter’s insistence of involving in the unethical act. He should hold a meeting
with the senior managers in person and convey them about the incidence. He should also inform
them in writing from his official email id. This would point out his interpersonal orientation to
abide by the company policies before the senior management. This morally and ethically aligned
interpersonal orientation would enable the sales manager create a stronger image of himself
before the management. This would also enforce the trust of the management in this professional
ethics. This factors would enable him to gain appraisal and promotions.
The sales manager as pointed out should reveal the unethical intentions of the manager
before the senior management because that would show moral orientation of the former towards
abiding by the company policies. An analysis of the situation presented in the case study clearly
shows that ethical orientation have great influence on one’s actions. The orientation of the
manager was not aligned to the company policies and he wanted to misrepresent his personal
expenses as professional expenses (Holm and Severinsson 2014). The sales manager was
interpersonal orientation of the sales manager was aligned to professional ethics.
The analysis of the case study also shows that the fraudulent activities of the manager
would have serious effect on the company. The first effect of the fraudulent activities of the
manager of charging his personal expenses as professional expenses to the firm would increase

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the expenses of the firm. This would result in the company earning lower net profit which would
create negative image of the firm before the investors (Bishop, DeZoort and Hermanson 2016).
The investors may divest in the firm owing to lower profits which would affect its capital base
which would be the second outcome of the unethical activity of the manager.
The second effect of indulging the unethical activities of the manager would be increase
in the rate of fraudulent activities within the company. It can be pointed out that the manager
would have subordinate who report to him. He would also approve their personal expenses
within his power and represent the same as professional expenses (Knechel and Salterio 2016).
These expenses would be charged to the profit and loss account of the company which would eat
further into the net profits.
The third effect of the indulging in unethical practices of the manager would encourage
him to exploit his position and indulge into more illegal activities like unethical sharing of data.
These actions would have serious implications on the company and its data security. Moreover,
this wide spread lack of ethics would hamper the organizational culture and values of the
company. Thus, it can be established from the discussion that the sales manager should not assist
the unethical manager by writing the note (Tassadaq and Malik 2015). He should instead report
the incident to the higher authority and enable them to take appropriate steps to prevent unethical
actions in the firm.
Part 2:
The situation portrayed gives a clear picture of miscommunication and a potential barrier
to the development of the organization, which can be defined as a situation of compression,
whereby the constraints tend to be very artificial as they are a product of carelessness. The flaw