NAVIGATING POWER DYNAMICS: “A CASE STUDY OF LEADERSHIP CHALLENGES AT THE ORCHARD GOLF AND COUNTRY CLUB" PRESENTED BY: GROUP 1 MEMBERS BOOC, STEPHANIE CLAIRE GONZALES, KENDRICK PAOLO TACORDA, FRANCES LAUREN TORRES, EWUN DEYL TIMELINE Power tripping within organizations can have detrimental effects on morale, productivity, and overall reputation. Orchard Golf and Country Club (OGCC) is no stranger to such issues, as evidenced by a case dating back to 2001. The club faced a court charge stemming from an incident where a manager, named Famy, imposed a 15-day suspension on a club accountant. This incident marked the beginning of a troubling pattern of power abuse that continues to plague the club to this day. Despite the legal repercussions and public scrutiny surrounding the 2001 case, power tripping has persisted within OGCC. Up to date 2024, managers of orchard golf and country club, emboldened by their positions of authority, have continued to exploit their power for personal gain. Labor exploitation, including practices such as excessive working hours, forced labor, and favoritism, has become endemic within the club. CASE SUMMARY The case involved disputes between Amelia R. Francisco, a Club Accountant at The Orchard Golf and Country Club, and her superior, Jose Ernilo P. Famy, the Financial Comptroller. Francisco filed complaints against Famy regarding alleged fraudulent acts and improper procedures. Famy suspended Francisco and later transferred her to a different department. The court ruled in Francisco's favor, finding her transfer to be constructive dismissal and criticizing Famy's actions. The case highlights issues of power dynamics, fairness, and adherence to company policies. The case involving Amelia R. Francisco and Jose Ernilo P. Famy at The Orchard Golf and Country Club highlights not only specific grievances but also ongoing issues of power dynamics within the workplace. Francisco's complaints against Famy suggest a pattern of potential abuse of authority or "power tripping." While the legal proceedings addressed Francisco's immediate concerns, the broader issue of power dynamics and its impact on organizational culture and employee well-being persists. This case serves as a reminder of the importance of addressing such dynamics to ensure fairness, transparency, and respect for all employees, and it underscores the need for ongoing efforts to foster a healthy work environment. STATEMENT OF THE PROBLEM In 2001, Orchard Golf and Country Club (OGCC) faced a legal challenge following an incident involving a manager named Famy, who imposed a 15-day suspension on a club accountant. This event marked the onset of a disturbing trend of power abuse within the organization. Ongoing Patterns of Abuse: As of 2024, power tripping remains a prevalent issue at OGCC. Managers continue to wield their authority unchecked, leading to various forms of labor exploitation. These include: 1.Excessive Working Hours: Employees are subjected to unreasonable workloads and pressured to work long hours without adequate compensation or breaks. 2.Forced Labor: Managers coerce employees into performing tasks beyond their job descriptions or capabilities, often under threat of disciplinary action. 3.Favoritism: Certain employees receive preferential treatment based on personal connections or alliances with management, leading to resentment and discord among staff members. OBJECTIVES Specific Measurable The case study focuses on addressing the issue of power tripping within Orchard Golf and Country Club (OGCC). Specifically, it aims to implement measures to prevent labor exploitation, excessive working hours, forced labor, and favoritism among managers. Attainable The success of the initiative can be measured through various key performance indicators (KPIs), including: • Reduction in employee turnover rates • Increase in employee satisfaction scores • Decrease in reports of labor exploitation and favoritism • Improvement in the club's reputation within the community Relevant Addressing power tripping at OGCC is highly relevant as it directly impacts the well-being of employees and the club's overall reputation. By fostering a positive work environment and promoting ethical leadership, OGCC can improve employee morale, reduce turnover, and enhance its standing in the community. The goals of the initiative are achievable through: • Implementing clear policies and procedures for reporting instances of power abuse • Providing training and development programs for managers on ethical leadership and employee relations • Conducting regular audits to ensure compliance with labor laws and fair treatment of employees • Establishing mechanisms for employees to provide feedback and raise concerns without fear of retaliation Time-Bound The initiative will be implemented over a specific timeframe, with milestones and deadlines established to track progress. For example: • Policy development and training programs will be rolled out within the first six months. • Audits and evaluations will be conducted annually to assess compliance and effectiveness. • Progress reports will be presented to the board of directors quarterly to ensure accountability and transparency. SWOT Strengths • Established Reputation: Orchard Golf and Country Club (OGCC) has a long-standing reputation within the community, which can be leveraged to garner support for reform initiatives. • Access to Resources: OGCC has access to financial resources and expertise, enabling the implementation of comprehensive training programs and policy reforms. • Board Oversight: The presence of a board of directors provides oversight and accountability, facilitating the enforcement of ethical standards and compliance with regulations. Weaknesses • Culture of Power Tripping: The entrenched culture of power tripping poses a significant challenge, as it may be resistant to change and undermine reform efforts. • Employee Morale: Low morale among employees due to past instances of exploitation may hinder their willingness to engage in reform initiatives and contribute to a negative work environment. • Resistance from Management: Managers accustomed to wielding unchecked power may resist efforts to hold them accountable, potentially undermining reform efforts. Opportunities • Community Support: The initiative to address power tripping may garner support from members and the wider community, enhancing OGCC's reputation and attracting new members. • Employee Engagement: Involving employees in the reform process can foster a sense of ownership and empowerment, leading to increased morale and productivity. • Competitive Advantage: By establishing a reputation for ethical leadership and fair treatment of employees, OGCC can differentiate itself from competitors and attract top talent. Threats • Legal Ramifications: Failure to address power tripping may result in legal repercussions, including lawsuits and fines, which could damage OGCC's reputation and financial stability. • Member Dissatisfaction: Continued reports of power abuse may lead to member dissatisfaction and loss of membership, negatively impacting revenue and sustainability. • Reputation Damage: Negative publicity surrounding power tripping allegations can tarnish OGCC's reputation, making it difficult to attract new members INTERVIEW QUESTIONS 1. How do you define "power dynamics" in the workplace, and what role do you believe it plays in organizational culture? 2. Can you provide an example of a situation where you observed or experienced power tripping within a professional setting? How was it addressed, and what were the outcomes? 3. What strategies or policies do you think organizations can implement to prevent or mitigate the negative effects of power tripping among employees or managers? 4. How do you think power dynamics and potential abuses of authority impact employee morale, productivity, and overall workplace satisfaction? 5. In your opinion, what steps should HR departments or organizational leaders take to promote a fair and respectful work environment, particularly in addressing issues related to power dynamics or power imbalances? 6. What are some common signs or behaviors that indicate someone may be engaging in power tripping? 7. How can power tripping impact relationships and dynamics within a group or organization? 8. What steps can be taken to address and prevent instances of power tripping in the workplace? 9. Can power tripping occur in personal relationships or social settings as well? If so, how? 10. What are some potential consequences or negative outcomes of individuals engaging in power tripping behavior? THANK YOU
