Abstract In today's highly competitive business world, companies face new challenges every day. Good Sports is not the first company that has changed its strategy to better manage the organization. The company's organizational structure, culture, conflict management and emotional intelligence were analysed. Good Sports' strategies were compared and contrasted with those of Microsoft and Xerox. Faced with similar problems to Good Sports, both Microsoft and Xerox decided to change their strategy. Understanding the problem and implementing change helped both companies achieve greater success. Good Sports can also take this step by implementing strategies that strengthen organizational culture and structure. Introduction In the management simulation of all organizations, Good Sport's group dynamics have added to the overall objectives of keeping up with the latest trends in their market. The senior research and development manager continued to excel in his job functions as he achieved high-level performance. At every organizational level, he encountered challenges in structure and culture as his roles changed, encouraging him to find adaptable strategies. Interpersonal organizational dynamics and various sources of conflict management were pervasive from sales to production and finally to top management. “Conflict management refers to interventions that alter the level and form of conflict so as to maximize its benefits and minimize its dysfunctional consequences. This sometimes means increasing the level of constructive conflict.” (McShane & Von Glinow, ch. 13) The previous CEO's management style did not encourage independence, initiative and creativity, rarely fostered talent or motivated employees. The new CEO found that staff morale, productivity and performance were suffering due to a previously poorly managed cultural environment, controlling information to limit support, coordination and confidence in employees' abilities to gain influence over employee success. organizational objectives. It has chosen to respond by making each managerial level responsible and distributing decision-making capacity to successfully achieve Good Sport's objectives to excel in its market. It provided each level with the ability to be responsive to quickly make decisions to effect change, accountable for their actions to evaluate objectives and offer new perspectives on the vision and through the empowerment of new roles greater respective function, building stronger levels of trust with interdependence. , Microsoft and Xerox recognized that their management teams needed an assessment to determine readiness and adaptability for their evolving marketplace. These CEOs were convinced that management was neither prepared nor receptive to the changes coming or that both companies would emerge as leaders in their industry.