Page 206 - DMGT106_MANAGING_HUMAN_ELEMENTS_AT_WORK

Managing Human Element at Work

Notes
Figure 8.4: Types of Interdependence

Reciprocal interdependence Sequential interdependence

Dept. Input Input
2
Dept. Dept. Dept.
Dept. 1 2 3
1

Output Output
Dept.
3

Dept.
4

Dept. HQ Dept.
3 1

Dept.
2

Pooled interdependence

However, when the goals of work groups are not compatible, there are chances of conflicts
developing between the groups involved. This incompatibility may be the result of mutually
exclusive goals, that is, when one party’s goal achievement is perceived as threatening to
another, the resulting conflict is likely to result in a win–lose outcome. Another reason for
this incompatibility may be scarce resources, which have been discussed earlier. This
incompatibility may be the result of different time orientations. When different departments
in an organization have different time frames to judge their effectiveness, it may result in
viewing the goals as incompatible. For example, while launching a product, the marketing
department may just seek a 2–3 weeks’ time frame, while the production unit may ask for
2–3 months, and the research and development may ask for 5–6 months to undertake
research on the product. These differences in goals may lead to interdepartmental conflict.

8.11.5 Status Differences
Status differences among employees are one of the major reasons for conflicts in organizations.
It happens because organizations are typically identified by hierarchical structures with a
distinct superior–subordinate relationship. Superiors tend to enjoy certain intangible benefits
that may become a cause of resentment for subordinates. Sometimes, the subordinate may
be in a better position because of his competency and ability to solve problems. However,
he may not be permitted to do so as the superior may be autocratic and, therefore, in a more
commanding position. This compounds the potential for conflict in their relationship. As

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