Case Study: Tip Says "No Way"

Marc Lattoni is supervisor of an eight-member cost accounting

department in a large metals fabricating plant in Albuquerque, New

Mexico. He was promoted about six months ago to his supervisory

position after only a year as an accountant, largely because of his

education: He has an MBA, whereas no one else in the department has

a college degree. The transition to supervisor went smoothly, and there

were hardly any problems until this morning. The need for another cost

accountant in the office had been obvious to Marc for over a month.

Overtime had become commonplace and was putting a strain on

department members as well as the department's budget (overtime

was computed at time and a half). Marc had his eye on one particular

individual in production control who he thought would fit his needs

quite well. He had talked with the production control supervisor and the

personnel manager, and the three had agreed a young African-American

clerk in production named Ralph might be a good candidate to move into

cost accounting and help with the increased departmental workload.

Ralph had been with the company for eight months, shown above

average potential, and was only six units shy of a bachelor's degree (with

a major in accounting) that he was earning at night at the University of

New Mexico.

Marc had discussed the cost accounting position with Ralph earlier in

the week, and Ralph had been enthusiastic. Marc had said that, while he

could make no promises, he thought he would recommend Ralph for the

job. However, Marc emphasized it would be a week or so before a final

decision was made and the announcement made official.

When Marc came into his office this morning, he was confronted by

Tip o'Malley a 58-year-old cost accountant who has been at the plant

since its opening over 24 years ago. Tip, born and raised in a small town

in the Deep South, had heard a rumor that Ralph would be coming up

and working in the cost department. Tip minced no words: "I've never

worked with a black and I . never will." Tip's face was red, and it was

obvious this was an emotionally charged issue for him. His short one-

way confrontation closed with the statement: "I have no intention of

working in the same department as that fellow.'

Questions:

1. What is the source of this conflict?

2. What conflict resolution techniques would be relevant in handling this situation?

3. Which do you recommend for Marc and why?