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Conflict After Merger

In: Business and Management

Submitted By alimosman
Words 2289
Pages 10
Both HDB and NEA posses varied working styles. Thus, they were unable to see eye to eye on certain ways and methods to deal with situations. This then resulted in conflicts between them, souring the relationship between the two parties. The conflict process as shown in the diagram below aims to map out the episodes of the conflict.

Incompatible Goals

Both NEA and HDB had incompatible goals. Although both dealt with hawkers, they dealt with different aspects. The HDB Hawkers Department dealt only with administrative matters of HDB hawker centres while NEA Hawkers Department formulates and implements policies on hawkers for the promotion and maintenance of food hygiene practices among hawkers and the maintenance of good public health standards in hawker centres in addition to the managing the administrative work of Ministry of Environment Water Resources (MEWR) hawkers. As each is specialized in its own field, the aftermath of the merger resulted in the employees from HDB Hawkers Department concentrating solely on the administrative matters and not bothering about pertinent environmental issues. NEA found it difficult to work with the new employees. Mr Joseph Toh highlighted that during meetings, the new employees were quick to go through environmental issues but dallied longer on the administrative concerns. This often resulted in long meetings to ensure that the new employees understood the importance of the environment with regards to hawkers. Emotions like irritability would run high as a result of these extended meetings. The problem solving method will yield the best results. This would require NEA to exhibit high level of assertiveness and the employees of HDB Hawkers Department to display high level of cooperativeness to achieve a win-win situation. NEA can conduct seminars to educate and sharing with the new employees how the environment is

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