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Rather than facing the conflict and resolving it immediately with the person causing conflict, Kalinsky leaks valuable information to a person with a vested interest in both the company and the future of the person being removed from company management. It is no wonder that the situation seemed to backfire on Kalinsky.
Integrative Negotiations
In this exercise, integrative negotiations were utilized through the process of principled negotiations. Kalinsky and Kenworthy came to amicable terms with regards to cashing out both his and his father's stake in the company and they dropped the wrongfully terminated suit. The wrongful termination suit was most likely just filed in spite and was postured as a leverage point on which bargaining could begin. It was obvious that Kalinsky was not in the financial position to pay out the Kenworthys' shares immediately, however it was only fair to pay them the agreed upon amount.
Communication Problems
The communication problems were numerous throughout the case. Kalinsky seemed to have communication problems from the very beginning starting with the initial investor. Kalinsky should have been in constant communication with the investor until the money hit the bank. He never should have had to be in the position in which the business depended...
Next, Kalinsky should have had an exit interview with the CFO with regards to payroll taxes. From there forward, the communication problems were mainly between Kalinsky and the younger Kenworthy as neither clearly stated their feelings toward the other and the management decisions of the company differed from one to the other drastically. Kenworthy should have apprised Kalinsky of the impending Capital One situation, however it was Kalinsky's fault for not checking in with Kenworthy as well. Regardless of how busy they each were, with a client that supplies 40% of a company's revenue there should have been a weekly report or something that discussed the feelings and needs of that client.
Conclusions and Recommendations
Kalinsky could have saved himself a lot of headache by not getting involved with Kenworthy in the first place. He should have gone back into negotiations with the original investor or negotiated with Kenworthy regarding his son's appointment to the company. He also should have at least had some type of buy out provisions in place in the event that some of the shareholders wanted to leave. With a bit of upfront negotiating and posturing, Kalinsky could have been in a much different organizational situation than the one which he faced.
Thus, Bruce's desire to leave the company was a surprise. Lastly, there was a failure to adequately communicate David's firing quickly. By waiting, Kalinsky opened the situation up to Bruce's interference, which in turn only made the situation worse. Each of these four communication problems contributed to the situation that Kalinsky faced, with two investors seeking to leave the company, including one he did not envision leaving. Many of the
But when it just recently occurred in 2004 at a store in Jonquiere, British Columbia, the reader must appreciate that a real battle had been won. The original efforts of that particular store for example had the local labor Commission reject certification by a margin of 74 to 65. When the union announced that it won the coveted certification at Quebec, it was quite a blow to the retailer.
They dropped back slightly to 1.5 million in 2002" (Mason-Dreffen 2003). Those increases occurred despite the fact that age discrimination can be difficult to prove, although the Supreme Court had eased the plaintiff's burden of proof (Ormsbee 2002). Song 2001 University of California at Davis professor of computer science, Dr. Norman Matloff, noted that in the IT world, "old" can begin at age 35. In addition, "The market has become
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