The most popular trigger for inter departmental co

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The fuse that triggers inter departmental conflicts

conflicts are everywhere in the world. As an integral part of society, enterprises are also full of conflicts. Any enterprise can only distinguish the degree and nature of conflicts, but there can be no conflict. Among the various conflicts within the enterprise, the conflicts between departments are very prominent. If local contradictions cannot be effectively solved, the overall development of the enterprise may be affected

inter departmental conflict is a state of behavioral opposition caused by the division of interests, purposes and means among departments. The traditional view is that conflict means divergence and confrontation, which is easy to destroy the stability of the organization and even threaten the survival of the organization. Therefore, conflict must be avoided and reduced. The modern view is that the excessive lack of conflict will make the organization lack vitality and vigor, and the appropriate conflict can make the organization maintain vigorous vitality and make the organization continuously develop and improve. Therefore, an enterprise should not only limit destructive conflicts, but also promote constructive conflicts

what are the causes of interdepartmental conflicts

in the daily operation and management activities of the enterprise, there are many potential causes leading to conflicts. Only after the causes are clear, can they be targeted and solved. After analysis and summary, it is easy to cause conflicts between departments due to the following reasons:

(1) employees' personality. Some employees have a potential sense of aggression and want to find opportunities to show it, such as showing off and benefiting themselves at the expense of others, which will lead to conflicts with employees in other departments and eventually expand into conflicts between departments. If we analyze the employees causing conflicts, there are basically such employees in every enterprise, and they need targeted management

(2) competition for enterprise resources. The resources of an enterprise are always limited, such as the allocation of funds, expenses, personnel, etc., which often leads to conflicts among departments. For the benefit of the Department, each department head will join the competition without hesitation. This is a conflict that exists in every enterprise, especially when formulating the next annual plan, the competition is particularly fierce, and operators often need to intervene for coordination

(3) conflict of values and interests. Starting from the maximization of the interests of the Department, it is bound to lead to conflicts with other departments. For example, the marketing department hopes to have rich product varieties and more inventory, so as to meet the needs of customers at any time; However, the production department hopes to produce less varieties and in large quantities to improve production efficiency. Different interest demands will naturally lead to conflicts

(4) unclear responsibilities. There are different opinions on which department should be responsible for the new problems and new tasks arising from the test bench lifting device: fast/slow speed control disconnection. This is a very common phenomenon within the enterprise. Because the responsibility regulations are not clear, the departments are prevaricating or competing to intervene in different work, thus causing conflicts. It is human nature to see concessions and interests, and the responsibility regulations are to prevent such situations from adversely affecting the work. However, things are always developing and changing. The emergence of new situations can always lead to loopholes in the original responsibility regulations. Therefore, various conflicts will continue to occur

(5) unreasonable assessment system. In order to pursue performance one sidedly, the enterprise has blindly formulated many assessment systems. In order to complete the indicators and avoid punishment, all departments compete with each other for performance, conceal and prevaricate each other's mistakes, which not only aggravates the contradictions among various departments, but also makes it easy to conceal and delay the wrong problems so that they cannot be finally solved. If an enterprise cannot effectively balance its long-term development and short-term performance, each department will naturally focus on achieving its own objectives and indicators. As for the impact on the enterprise and other departments, it will not be within the scope of priority. This will certainly lead to conflicts

(6) changes in organizational structure. When the internal organization of an enterprise changes, such as organization simplification, merger or expansion, the original balance is broken, resulting in conflicts of rights and interests. The change of organizational structure will inevitably bring about changes in rights and interests. The original forces representing vested interests will inevitably compete repeatedly with emerging forces, resulting in the continuous emergence of conflicts

(7) contention for rights and unhealthy atmosphere

although the above-mentioned causes of conflicts are listed, they affect the safety of modern residents. They believe that the root cause of conflicts is interests and the distribution of interests. How should individuals, groups and organizations choose to participate in the interest sensor because of new interests or dissatisfaction with the distribution of original interests? In the competition for benefits, it leads to conflicts. Only by recognizing the root of conflict 3) cyclic pressure experiment: under (0.1 ~ 0.4) MPa or the highest working pressure, can we find an effective way to deal with conflict, so as to coordinate department relations and strive to form a "1+1 2 synergy", so as to constantly achieve a delicate balance between Department interests and enterprise interests, and finally achieve the purpose of improving enterprise efficiency and efficiency

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