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
Leapfrog with management at Saxony Software
Saxony Software is a company specializing in software development. It has its own new development division, consisting of two departments: communications-related projects and security-related projects. Ralf Starke is Head of Communications at Saxony AO. He demands strict and precise execution of his orders. Attaches great importance to informal control. He was appointed head of the department two years ago. Then opinions about him differed.
Within the first six months of his appointment, eight of the department's fourteen employees transferred or resigned because they disagreed with Mr. Starke's management practices. Ulf Simon, head of the new development department, was already thinking about transferring Starke to another position, but by this time the situation in the department had improved, because both the old employees and the remaining new employees gradually became accustomed to Starke's management style.
He required his employees to actively participate in the preparation of projects and programs, but at the same time expected them to strictly implement the decisions made. Buettner was able to reduce costs on communications-related projects by 10% without violating the rules and regulations that apply to the entire new development division. Employees said Starke led the department with energy and achieved good results.
Thanks to his excellent results, he received an offer from a competing company. Starke decided that this was a good chance for him and should not be missed. Two weeks later he quit and moved to this company. This was six months ago. At first, Ulf Simon was going to appoint one of the ordinary employees as head of the department. 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?