There was conflict in Konigsbrau Brewery which was caused by constant checking of the managing director into the affairs of the commercial director. The interdepartmental interaction was interpreted wrongly by Brodsky as contempt rather than correction. Wolfgang Keller and Dmitri Brodsky worked in Ukrainian subsidy of the Konigsbrau Brewery where they held the positions of the managing director and commercial director respectively. They were in constant conflicts because Dmitri Brodsky, who is the commercial director in the company, was in charge of marketing and sales department, but at times, he slept on his job. This caused Wolfgang Keller who was the company’s managing director to interfere with the work of the commercial director.
Wolfgang Keller and Brodsky were the key players who held very important positions in the company, which determined the direction of sales and the overall results of the company. Due to their positions, they constantly conflict because Wolf was patronizing which Brodsky never welcomed in his jurisdiction.

Wolfgang Keller was a determined leader in the company and his efforts were evident in the manner in which he pushed things around. He built his career by helping falling companies, by providing strategies which resuscitate companies’ potential. He despised mediocrity in the manner things were done, and because of this trait, he had a hands-on strategy which helped him to be conversant with everything that happened in the company. Beer business is a sensitive one; therefore, he integrated with the distributors, as well as the sales representatives and managers. Wolfgang Keller’s boss, Dr. Hans Haussler, had a lot of trust in the manner he conducted his activities. Wolf was being sent to Brazil to head a task in formulating a joint venture between Brazilian brewer and Konigsbrau. This shows that Wolf was a man of reputation in the manner he conducted his affairs. He practiced an integrated approach in designing the structures of the company and relating with the staff members.
When advised to fire Brodsky, he refused because he could not find a replacement for the latter had only a little weakness, but were to be refined. He was torn between punishing him and firing him, but decided to highlight his weaknesses so that he changed his approach of things he did. Wolf is a hands-on manager, who took time to understand his juniors. Although he was temperamental, he did not let it affect his unique approach to strategies he implemented in his duties.
There were so many conflicts in the company, but Wolf ensured that he controlled them in the best approach, which leaves the parties involved at peace with one another. The company had tremendous results despite the internal; conflicts because Wolf is endowed with the ability to control the excesses in the company. A good example is when he helped a lawsuit over the company by one of the distributors. He never blamed Brodsky, but did what he was supposed to do. He ensured that he sat next to the distributor during a flight to Munich for a meeting. He talked with the distributor until he dropped the lawsuit. Another time he drove for three hours to claim for a bad debt that was left under care of Brodsky, but assumed his duties. Wolf managed to return with a check of 87,000 pounds. This is an indication that the managing director practiced hands-on management, which was directed, towards the success of the company.

Main issues
The company’s main issues revolved around the top management, where Brodsky was a bone of contention. He proved to be a difficult resource in the company. Despite the fact that he was influential, he lacked leadership. He had good approach to theoretical writing of reports, which were sound and professional. He did not have a hands-on policy in determining the direction his work took, yet he blamed Wolf for interfering with his work. There is no way Wolf would have left him to mismanage the company by the provision of inadequate sales in the company. This forced Wolf to involve with the departmental activities.
Formality in the manner Brodsky operated his management style affected the relationship between him and the junior staff. He never distinguished between the official duties and social functions in the company. When the staff went for team building, Brodsky never attended any of the functions. When workers devoted themselves to go to Brodsky’s home, he talked to them in a formal way which put off the liveliness in workers, who devoted themselves to visit their commercial director. The fact that Brodsky could not affect the running of sales and marketing without interference from Wolf is a great concern. This is because he never showed total commitment in the manner he runs the company. He was not able to connect with employees personally hence, creating a distance between the employees and their boss. His autocratic aspect of running the affairs in his company made employees shun from his contact because he offered them a cold shoulder when they needed to consult him, in case they needed to solve anything in the company. His inability was a total contrast with the company’s attitude because it never depicted the relationship Wolf wanted the employees to have in the company.
The style in which Brodsky managed his works hurt his ability as a leader, which put him in constant conflict with Wolf. As the managing director, Wolf needed to delegate his duties to Brodsky, but in this case, he stooped low for Brodsky by working out his duties. This is because Wolf saw that Brodsky could not manage his work autonomously hence the close supervision. Wolf had many things he was obliged to do so, in order to counter the inefficiency portrayed by Brodsky. Wolf despised the idea of firing him even though he was advised to do so by his boss Dr. Hans Haussler. He thought by firing Mr. Brodsky, he would find a lot of difficulties in finding an immediate replacement for the other employees never wanted to assume that duty.
There was a distributor who took an action to sue the company but, Brodsky never intervened for the company. This pushed Wolf to cease from being an observer and involve himself with the lawsuit claim. Brodsky was not assertive in matters concerning the company, and that is why Wolf was irritated with him. Wolf felt that he could change his perception by training him on how to be answerable to various things that affected the company. This shows that he was a hands-on manager, who could not allow things to fail while he pretended to be at the top level management. Integration with the junior employees was the only way out to solve the incapacitations of the company.

Recommendations and solutions
The manner in which Wolf decided to solve conflict, in the company, could have been a source of another conflict in the proceedings in the company. There was a need to come up with calculated measures of approaching mistakes done by Brodsky. Instead of attacking him literally, one needed to have theories in the practice of solving the problems. The conflict should be resolved effectively so that the common good of the company could be upheld. Brodsky was a resource in the company hence needed to be refined so as to meet the necessary focus on the company. When he was in constant conflict with Wolf, there was some mistrust because a spirit of contempt arrose. For instance, when Wolf drove to have a check instead of letting Brodsky go it his way, there raised conflict because there was doubted capability in Brodsky.
Keller did not provide adequate mentorship to Brodsky because he never took time to understand or share his problem. He only acted against Brodsky which left him intimidated than corrected. If Brodsky was trained in matters concerning the company, he could not have taken six months in coming up with a strategy to design sales and marketing department. Interference of departments is the most annoying thing to employees, whereby workers need to be left alone so that they develop skills to run their constituent, offices and handle challenges in their offices. If not so, they need a calculated approach in the manner the company is run. Brodsky retaliated in the way guidance is done to him.

The “Interest-Based Relational Approach”
When solving the conflicts in the company, Wolf needed to use this theory so as to approach the problem in a more rational aspect than the blunt means he used. When Wolf fitted in Brodsky duties, he only became irrational because he proved Brodsky wrong or incompetent. He was personal when approaching him for he blamed him in almost all the occasions as incompetent.
There were certain rules he needed to follow so as to solve the conflict in the company. He needed to ensure that good relationship was prioritized in the company. This is because, when one treats another calmly, there is the development of mutual respect. If there was mutual respect between Brodsky and Keller, any correction towards Brodsky would have been aimed towards taking care of the company rather than attacking his personality.
Separation of problems and people is imperative because, it helps one to know the position of the other. At times, people are not just difficult, but they lack directives in the duties they are allocated. If Brodsky was trained in his operations and the need of urgency he would have operated in a first manner. Wolf needed to take weaknesses of Brodsky as different from his traits, which would help him to appreciated Brodsky and correct him with compassion rather than contempt and rebuke.
Paying attention to what one is being told is a good gesture that one accepts change. Brodsky needed to listen to the things that wolf said so that they worked in cohesion rather than division. One needs to listen first and then talk. Wolf could have enhanced a rapport with Brodsky rather than conflict, if only they encouraged positive talk, which could have, united them into working together or exploring solutions together. Wolf made himself a paragon of virtue by taking Brodsky as the evil man hence denying him a chance to correct his mistakes. He even contemplated to fire him or deny him his annual increments.

When the theory of solving conflict is employed, the results from the solving of conflict should be implemented in the company. This can be done through seminars and workshops for a rapport to be enhanced. Top management in the company needed to unite and show juniors that they are united. The best thing for such a company was to ensure that the recommendations were implemented in the company. There was a need for refresher courses, which could have reawakened the, capability of the employees. Facilitators needed to be assigned duties of teaching employees on how to meet the strategies set in the company.
When holding the meeting with the employees it was imperative to use an adult approach rather than an aggressive approach or a submissive one. Gathering of information was important so that one presented to the participants something that was relevant. There was the need to set focus in the company, in every department. This called for urgency in meeting deadlines whereby the head in the departments would be answerable for the failure of departmental duties. The company representatives needed to come up with a constitutional agreement whereby there would be an integrated approach in the future about problem solving. There was a need of team building for everyone is supposed to attend or participate. In this case, there are ice breaking activities. No one is supposed to ignore activities of the company because they will be geared toward increasing productivity of the company.
Allowing delegation was imperative so that duties could be performed with consultation instead of solving problems alone. The appraisal activities should be data oriented so that one could be rated as per his or her input in the duties allocated. The agreement needed to be printed for everyone so that it will be accessible and practiced by all employees. Democracy should be prioritized, where selflessness is upheld rather than selfishness in the company. Socialization in the company enhanced employees to have a good friendship, which allowed them to talk and listen to one another. When people listen to one another, they foster a good relationship, which is productive, in their place of work.
Constant supervision of duties helps employees to follow the strategies laid so as to meet the objectives of the company promptly. The company should also reward employees according to merit so as to reinforce good behaviors and encourage assertiveness in the course of work.

When the company management follows the set strategies, there would be reduced conflicts and increased productivity, because employees would work as a family. Managers need to integrate with employees as Wolf did so as to enhance a positive attitude in the place of work. Correction of anomalies like that of Brodsky needed to be well thought of, because it can deteriorate the situation if given a wrong approach. Conflict solving solution should have been given the right approach so as to ensure positive change in the company. It was imperative to foster unity within the staff members and encourage them to be answerable to their duties, which would affect results of the company at large.