Discussion about Ethical Conflicts and Cultural Differences among Empl

Question: Describe about the Ethical Conflicts and Cultural Differences among Employees? Answer: 1. The organization structure of Quo Terra Real Estate was initially chosen for a real estate company that was in the business of selling real estate from corporate offices, primarily for a consumer to consumer transactions. As QRE expanded into franchising the anticipation was that the modified VP structure would serve the company well when moving forward. One of the benefits of franchising is that some of the challenges associated with a conventional new business are removed such as decisions regarding product, pricing, branding, marketing collateral, signage, etc. (Whittington, 2014). In essence, a business consultant is acquiring some intangible elements which, in theory, should serve to help business consultant reduce business consultant business risk. The franchisor cannot directly enforce the franchisee's obligations to the tenant. If the franchisee defaults under the lease, the landlord can exercise its rights and even forfeit the lease without notice to the franchisor. The f ranchisor may not be able to take possession immediately on termination, which can be vital. This can, however, be provided for in the documentation (Tan Antonio, 2015). 2. Yes, the QRE should have revised/modified their corporate structure in a different way to allow for the integration of their franchisees into the corporate fold. The corporate structure at QRE was designed to accommodate the initial and possible growth into more corporate real estate locations. The President was at the top of the structure (Zadek, Evans Pruzan, 2013). There was a VP of Administration Facilities that also expanded to include Franchising, a VP of Sale Marketing and several years after the startup of QRE All three of these Vice Presidents reported directly to the company president. The org chart was simple, efficient, and made good business sense for their current situation. 3: As the intensity of the franchise offices growth increases, conflicts between the existing offices increased notably in number. Conflicts with personnel hired and transferred between the various corporate and franchise locations had also become a problem. To solve this problem some ethical considerations are: Readily identify clients interests and potential legal positions. Ask whether a conflict or potential for conflict might exist. Inform the franchise of any conflict or potential conflict at the outset of the relationship (Whittington, 2014). If the organization does not represent an employee of the organization, be sure he or she is informed of that fact and receives an Upjohn Warning. Ask whether informed consent can be given and if so, obtain it in writing. Even if clients give informed consent, ask whether business consultant wants to take on joint representation. As the litigation or deal proceeds, readily flag conflict issues that might arise between parties (Whittington, 2014). 4. Yes, QRE considered all of the potential ethical issues when moving forward with their modified corporate structure. As the intensity of the franchise offices growth increases, conflicts between the existing offices increased notably in number. Conflicts with personnel hired and transferred between the various corporate and franchise locations had also become a problem. Even QRE franchise locations were having conflicts (Tan Antonio, 2015). Also, QRE franchisees were upset that, as their offices grow, they are not allowed to move towards the St. Louis market; they feel they are wasting advertising money, and that is unfair that they have to avoid servicing a sizable segment of the nearby population base that their advertising reaches.5. As marketing continues to evolve, this organizational structure will adapt to whatever needs to be come about. Coupled with the adoption of new business processes like Agile Marketing, I believe functional depth expertise, combined with cross-func tional management of the work business consultant team is focused on, will keep a steady stream of ideas flowing, more analytical decisions about which of those ideas to implement, and ultimately create predictability in the outcome of business consultant and business consultant teams efforts (Lee Lee, 2014). Marketing Operations professionals oversee the complexity of the marketing tech stack, Figure 1: Corporate Marketing Structure (Source: Created by author) IT integration, and hypothesis testing, and optimizing customer experiences in the product. Flexible structure allows for adding headcount and functions seamlessly as the company's product mix evolves. Much of the marketing org flows through Product Marketing Managers (PMMs). PMMs partner with functional experts in other sub-departments. References Lee, B., Lee, S. (2014). Ethical Conflicts and Cultural Differences among Employees in the Hospitality Industry. Tan, J. B., Antonio Jr, S. (2015). Control or Let Loose: The Franchising Business in Davao City. International Journal of Accounting Research, 2015. Whittington, R. (2014). Corporate Strategies in Recession and Recovery (Routledge Revivals): Social Structure and Strategic Choice. Routledge. Zadek, S., Evans, R., Pruzan, P. (2013). Building corporate accountability: Emerging practice in social and ethical accounting and auditing. Routledge.