Address this complex workplace issue and use critical thinking to resolve the conflict. You are required to complete the following:

1. identify task objectives and risks involved with pursuing identified problem
2. research legislative frameworks and applicable frameworks for identified problem
3. calculate resources required for solution development process
4. develop strategy to facilitate others in idea generation for possible solutions
5. discuss how you will use feedback to revise solution to achieve stakeholder approval
6. Seek necessary approvals for the implementation of the solution. Demonstrate communication method to seek approval such as email, meeting, etc.

Case Study Overview: Kate has been working for Etcetera for the past year. Before leaving for London to study abroad for the month of June, she is promised the position of front-end supervisor by her manager Kerri. When Kate returns a month later, things have changed drastically at Etcetera. One of the managers, Bill quit the company due to stress and inconsistencies with the district manager. Many of Etcetera's part-time employees have been fired due to the change in the organizational climate and only a few originals remain including one of Kate's best friends, Allie. Kate is placed in charge of training a new cashier named Mallory. Mallory is extremely rude and seems to care nothing about maintaining a friendly environment or trying to fit into the organization. All the employees and supervisors dislike Mallory except for Kerri. Mallory happens to be Kerri's best friend's daughter. Kate finishes training Mallory and wonders why Kerri has not mentioned the supervisor position to her again. Kerri tells Kate that it is not official yet but the position is as good as hers. Kate has the weekend off and when she returns on Monday, Mallory is being trained as front-end supervisor instead of Kate. Learning Objectives: To better understand the many forms of conflict and the appropriate means of resolution. To teach employees and students how to utilize the different conflict resolution strategies so they can apply it to their own organizational conflicts. Key Characters: Kate: - worked for Etcetera for the past year - promised the position of front-end supervisor before she leaves for London - trains new employees - liked and respected by employees and managers at Etcetera Kerri: - manager at Etcetera - makes final promotion decisionsAllie: - Kate's best friend at Etcetera ~ one of the few employees not fired with management changes ~ promoted from bedding to bridal Bill: ~ manager at Etcetera ~ quit the company because of inconsistencies with the district manager Key Concepts: Conict: There are sis characteristics that distinguish a conict- They include interdependency. number of interested parties. constituent representation. negotiator authority. critical urgency. and communication channels. The degree of these sis characteristics vary according to the situation at hand. Managerial Mediation: A diagnostic tool for use by managers. supervisors. team leaders. and others that involves a simple form of thirdparty mediation to resolve conflict between two employees for whose performance the manager is responsible. Self-Medialion: A diagnostic tool for use by individuais who are personally involved with conflict with another person with whom they have an ongoing interdependent relation ship- Team Mediation: A diagnostic tool for use by team leaders for resolving disputes among members that involves the leader acting as a low-piwer. neutral third party. Preventative Mediation: A diagnostic tool for use by members and leaders of working groups that applies two guiding principles drawn from the practice of mediation and enables nonadversarial management of differences in ail important relationships. Dominating Drganieation: ne in which power contests are the prevailing approach to resolving conicts- Organizational Climate: The internal environment of an organization that is perceived and experienced by its members, influences their behavior, and can be described in terms of the values of a particular set of characteristics of the organization. Organizations with supportive climates include description, problem orientation, spontaneity, equality, empathy, and provisionalism. Organizations with defensive climates include evaluation, control, strategy, neutrality, superiority, and certainty. Equity Theory: Individuals in the organizations consider what they contribute to the organization with respect to the rewards they get from the organization. Employees then compare these input-output ratios with the perceived input-output ratios of others. If subordinates feel that they get as much from the organization as they put in, they will tend to be more satisfied and have higher levels of liking for their superiors. Burn-Out: exhaustion of physical or emotional strength usually as a result of prolonged stress or frustration Emotion: A relatively short term evaluationesponse essentially positive or negative in nature involving distinct somatic (and often cognitive) components. Emotion, then, refers to the actual experience of feeling in a situation, for example, feeling angry, depressed, excited, resentful, or satisfied (Johnson, Ford, & Kaufman). Secret Shop: This occurs in most retail organizations. An undercover customer enters the store and quizzes employees on items of the month and grades them on knowledge, friendliness, and helpfulness. The store receives a score out of 100 and then makes adjustments accordingly