Cases using the serial number from the magazine, select the appropriate case for yourself. Solve it, answer the questions. Link the answers together and form them into a summary

CONFLICT SITUATION
The head of the department called the software engineer and said that there was difficult work ahead - he would have to work overtime for another week. “Please, I’m ready,” said the engineer, “business is business.” The senior technologist brought the work. He said that it was necessary to calculate the control program for the machine to manufacture a complex part.
As the workday drew to a close, the software engineer pulled out a blueprint to begin work. At this time, his immediate superior approached him and asked what kind of work he was doing. Having heard the explanation, he officially demanded: “I categorically forbid you to carry out this work... An assignment from the head of the department himself? Let him give it through me.”
After some time, the senior technologist asked how things were going. Having learned that everything remained in place, he sharply raised his voice to the software engineer: “Does the order of the head of the department mean nothing to you? Put everything aside, you will count during working hours!”
Exercise
1. Carefully read the problem situation and answer the questions: What was the nature of the task received by the programmer? Why was the task canceled by the immediate superior? What should a software engineer do?
2. What is the cause of the conflict? 3. How to get out of this conflict?


CASE 3
CONFLICT
Lyudmila Vlasova graduated from the Faculty of Psychology at Moscow University, then went on to graduate school and defended her PhD thesis on “Non-traditional methods of resolving interpersonal conflicts in the workplace.” After 10 years of working as a teacher at one of the Moscow universities, she moved to the position of consultant at a psychological assistance center.
For 3 years, Lyudmila was involved in providing practical assistance to children from disadvantaged families, resolving conflicts in schools and institutions, and consulting representatives of the district administration. The work gave Lyudmila great satisfaction, it allowed her to provide real help to specific people, use theoretical knowledge in practice, and meet interesting people.
At the same time, the salary received was barely enough to make ends meet. Therefore, when one of her acquaintances offered her the position of head of the personnel department of a large joint venture with a salary 10 times higher than in the center, Lyudmila was very interested in his offer. Having successfully passed an interview with the managers of the joint venture, she accepted the offer, believing that knowledge of psychology, English, communication skills, experience as a teacher and consultant would allow her to succeed in a job that attracted not only high earnings, but also opportunities for professional development, work with foreign specialists, trips around the country and abroad.
At the beginning of her first working day, Lyudmila spent about one hour with the General Director of the joint venture, who explained that he expected the head of the HR department to organize professional training, monitor hiring and the number of employees, and maintain the necessary documentation. A week later, a representative of a Western partner gave Lyudmila a one-day training in the basics of personnel management, and she began to master the new position.
The work turned out to be much more difficult than Lyudmila had expected: a 10-hour working day, long meetings on technical issues that Lyudmila did not understand, 20 numerous questions and complaints from ordinary employees, the need to prepare monthly reports for Western partners. There was not enough time to take a breath, let alone summarize her impressions or think about changing something, as the specialist from the European department had taught her.
The first crisis situation soon arose: following the recommendations of her partner, Lyudmila raised the issue of the need to lay off non-production workers, which caused a violent reaction from the production director, who sharply accused her of incompetence and inexperience. Lyudmila burst into tears and never returned to this topic.
A month later, the General Director called the head of the HR department and asked to explain why the Western partner had not received a monthly HR report. It turned out that Lyudmila simply forgot about him. A week later, a new misunderstanding arose: Lyudmila left work earlier than usual and was not on site to answer an urgent question from the General Director, who the next morning expressed her dissatisfaction with the work of the head of the HR department. A week later, Lyudmila submitted her resignation letter.
Questions
1. How can you characterize the situation in which Lyudmila Vlasova finds herself? Why does she want to leave the joint venture?
2. How did the everyday life of the head of the HR department meet Lyudmila’s expectations? Did she have the necessary professional qualities and motivation to work in this position?
3. How do you assess the decision of the management of the joint venture to appoint Lyudmila Vlasova to the position of head of the personnel department? What (in Lyudmila’s biography) spoke in favor of this decision? What should have alerted the leaders of the joint venture?
4. Did the training provided to Lyudmila meet her needs? What would you offer in return or in addition to what was done?
5. If you were the CEO, what would you do with your resignation letter?