Based on the Steel Enterprises organizational chart for its Public Relations Division I see the primary driver of conflict as the creation of lateral Public Relations departments under the PublicRelations Director, Gene. This appears to be an issue simply because there is no intuitive reason for two distinct teams to handle PR functions for the Mechanical and Chemical branches. Functionally each group performs the same basic role, and there is no reason to assume from the scenario that any of the PR specialists within the two groups either need or have specialized expertise or skills related to their respective branches. This creates a scenario for conflict, as bothgroups compete for resources in the conduct of nearly identical functions. (Brown, 2011)Because of this apparently arbitrary structure Richard and Donna compete not only for resources but for organizational relevance. Warrick suggests development of, “a systems view of teamwork,” with the intent of encouraging individuals and teams to see the larger organizational picture to ensure all are working toward the same large-scale goals. (Warrick, 2014) This
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- Spring '19