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

CASE 9
Conflict at the Bayern-Beton plant
Engineer Hans Markig has been managing a concrete plant for a construction company in southern Germany for eight years. He is 53 years old and has been working for this company for 22 years. During this time, he did a lot for his company, especially during the construction boom in the former GDR in the early 90s. The company's management always highly valued him for his responsibility and loyalty. In a word: Markig is a representative of the old school, you can rely on him, he has never missed a deadline. But now the situation has changed. The plant is operating at only 60% capacity on average, and workers have to be laid off. Recently, the director, Mr. Müller, who is also responsible for the operation of the concrete plant, began to hear rumors that the production climate at the plant had changed for the worse.
This is primarily due to constant friction between Markig and master Sepp Eigen, the head of the concrete team. Aigen's team includes four Germans and 8 foreign workers. Aigen is an experienced foreman, he is 38 years old and has been working for the company for six years. He supervises his workers and does this, as they say, on a whim. Although his team includes workers from Spain, Italy and Greece, he has never had any problems with them. Four years ago, he even risked appointing an Italian as a foreman, and no friction with the Germans arose because of this. Soon after Aigen became a foreman, the quality of the concrete structures produced by the brigade improved, and the brigade regularly exceeds the plan.
Therefore, of the four teams working at the concrete plant, the most difficult tasks were always entrusted to Aigen's team. Of course, this was reflected in the wages of workers; they exceed the average for the plant by 15%. Markig believes that now, when there are few orders, it is necessary to do repair work at the plant itself: repair buildings and access roads.
In recent years, there has been neither time nor capacity for this. Therefore, on Monday morning, at a planning meeting, he gives the four foremen instructions on what work each of the teams should perform on the territory of the plant. There are no problems with the three foremen, but Aigen begins to object.
He believes that his “highly qualified specialists” cannot be used for such primitive work. He demands that his team and 7 be assigned only concrete work from now on. Let others do the repair work, for example, Urbanek's team, which always had problems with quality. Müller goes to the concrete plant and talks with Markig. At first he says nothing about the complaints he has heard about.
Only when Markig states that everything is in order at the plant does he say that he heard about some kind of conflict between him and Aigen. Markig is fuming, he is unhappy that these rumors have reached the management. In the end, he admits that, indeed, there are certain difficulties, because “that arrogant Eigen” believes that some works are beneath him. But he will not be able to ignore the direct orders of the plant director. Then Müller goes to Eigen. He also openly expresses his opinion. It is finally time for Marchig to change the authoritarian tone to which he was accustomed when he led large construction projects.
If he, Aigen, had spoken to his workers like that, his people would not have tolerated such a tone. In addition, Eigen hinted that he had received an offer from the company where he worked before, and this is one of the largest German construction companies, to go to the construction of a facility in Dubai. Aigen has no family, and he is not at all against going “abroad.” In any case, he would prefer to “go to the desert” than listen to Markig’s constant nagging. After all, his team works well, and he will not allow them to be commanded by the plant director, who spends all his working time in the office. This conversation greatly alarmed Müller: Eigen and his team are very much needed in the construction of two other facilities. The company won two major tenders: the construction of a complex concrete bridge and a road tunnel. Over the next four weeks, the company will begin producing materials for these facilities. Müller believes that the best master of a concrete plant cannot be allowed to leave due to friction with the director.
Assignment: What would you do in Mr. Muller’s place to resolve the conflict situation and avoid similar conflicts in the future?