This case study analyzes organizational behavior within the Thames Valley Building Society, focusing on conflicts between managers, specifically Tony Jackson and Jane Taylor. It explores issues of leadership, authority, and problem-solving, using theories like organizational conflict theory and competence theory of authority. The analysis identifies conflicts related to work delegation and power dynamics, recommending solutions such as clearly defined roles and responsibilities to enhance productivity. The study emphasizes the importance of resolving conflicts constructively to improve organizational outcomes and suggests providing Tony Jackson with more authority to foster a sense of value within the company. Overall, the document provides insights into managing workplace conflicts and improving organizational efficiency.