By the endind phase of 2007, Hermann Gudmundsson (the chief executive officer of N1 - created from the amalgamation between Esso Iceland and Bilanaust) was focused on building trust within his organization. By involving workers in decision-making, N1 had received valuable suggestions on effective business operations.
But Gudmundsson believed that a tentative block to better relationships was the independent clubs or societies for Esso Iceland and Bilanaust employees, and had noted a lack of chemistry between employees of the two former companies. Gudmundsson reluctantly stepped in to deliver his opinion on how to solve the problem after human resources was unable to find a reasonable resolution.
PUBLICATION DATE: September 03, 2010 PRODUCT #: 910C20-PDF-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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