16-6 Sources of confict Different goals and time horizons. different groups have differing goals Production focuses on efficiency; Marketing on sales Overlapping authority: two or more managers claim authority for the same activities Leads to conflict between the managers and workers Task Interdependencies: one member of a group fails to finish a task that another depends on This makes the worker that is waiting fall behind " win/MeGraw-HHill CThe McGraw-Hill Companies, Inc, 2000
16-6 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Sources of Conflict ◼ Different goals and time horizons: different groups have differing goals. ◆ Production focuses on efficiency; Marketing on sales. ◼ Overlapping authority:two or more managers claim authority for the same activities. ◆ Leads to conflict between the managers and workers. ◼ Task Interdependencies: one member of a group fails to finish a task that another depends on. ◆ This makes the worker that is waiting fall behind
16-7 Sources of confict Incompatible Evaluation or reward system. workers are evaluated for one thing, but are told to do something different Groups rewarded for low cost but firm needs higher service Scarce Resources managers can conflict over allocation of resources o When all resources are scarce, managers can fight over allocations Status inconsistencies. some groups have higher status than others o Leads to managers feeling others are favored " win/MeGraw-HHill CThe McGraw-Hill Companies, Inc, 2000
16-7 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Sources of Conflict ◼ Incompatible Evaluation or reward system: workers are evaluated for one thing, but are told to do something different. ◆ Groups rewarded for low cost but firm needs higher service. ◼ Scarce Resources:managers can conflict over allocation of resources. ◆ When all resources are scarce, managers can fight over allocations. ◼ Status inconsistencies:some groups have higher status than others. ◆ Leads to managers feeling others are favored