Conflict is an inherent part of life Essay

Conflict can erupt when parties differ significantly in power, status, or culture. Power. If dependence is not mutual, yet one way, the potential for appointment increases. If party A needs the collaboration of party B to hit its goals, but B does not need As assistance, opposition may unfold. B has power over A, and A has nothing with which to bargain. A reasoned example is the quality control system in some(prenominal) factories. Production workers talent be highly dependent upon INSPECTORS to approve their work, but this dependence is not reciprocated. The inspectors might have a separate boss, their profess chest, and their own circle of friends ( otherwise inspectors). In this case, production workers might begin to process inspectors with hostility, one of the symptoms of conflict.Status. Status differences provide little impetus for conflict when slew of lower status are dependent upon those of higher status. This is the way organizations much work, and most membe rs are socialized to expect it. However because of the design of the work, in that location are occasions when employees with technically lower status find themselves with child(p) orders to, or controlling the tasks of, higher-status people . The restaurant business provides a goodexample. In many restaurants, lower-status waiters and waitresses give orders and initiate queries to higher-status cooks or chefs. The latter might come to resent this reversal of usual lines of influence.10 The advent of the electronic office led to similar kinds of conflict. As secretaries mastered the complexities of electronic mail, they found themselves having to recrudesce senior executives nearly the capabilities and limitations of such systems. Some executives are defensive about this reversal of roles.Culture. When two or more very different cultures develop in an organization, the clash in beliefs and values can result in overt conflict. Hospital administrators who develop a strong culture refer on efficiency and costeffectiveness might find themselves in conflict with physicians who share a strong culture based on providing excellent PATIENT CARE at any cost. A relative case of cultural conflict occurred when Apple Computer expanded and hired professionals away from several companies with their own strong cultures.During the first couple of days Apple recruited heavily from HEWLETT PACKARD, National Semiconductor and Intel, and the habits and differences in style among these companies were reflected in Cupertino. There was a general friction between the rough and baffling ways of the semiconductor men (there were few women) and the people who made computers, calculators, and instruments at Hewlett-Packard some of the Hewlett-Packard men began to see themselves as civilizing influences and were horrified at the crude rough-and-tumble practices of the brutes from the semiconductor industry. Many of the men from National Semiconductor and other stern backgrounds h arbored a similar contempt for the Hewlett Packard recruits. They came to look on them as prissy fusspots.