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People come into an organizational culture from vastly different backgrounds and with very different experiences and cultural attitudes towards the right way to view a leader and to do business. Furthermore, mergers are also more common, meaning that different corporate cultures are more frequently being combined. Although a lack of clarity about group goals, leadership, and cultural miscommunication may be the main sources of group conflict, organizations do not exist in a vacuum, and external conflicts about culture, race, gender roles, and conflicts about personal dynamics may create a permanent sense of division and a lack of unity in the workplace that cannot be healed by simply finding...
As workers work more hours and the divide between home and work becomes more and more blurred, personality conflicts may be just as much of factor as uncertainty about power, group rules, and rewards. Thus, although Schein is largely correct in his analysis, it must be added that the potential for group conflict is even more pernicious than ever before, as personal feelings are more likely to affect the workplace, and also as the potential for miscommunication increases as diversity of the workforce increases.
Works Cited
Schein, Edgar. Organizational Psychology. 3rd edition Englewood Cliffs: Prentice
Hall, 1980.
Works Cited
Schein, Edgar. Organizational Psychology. 3rd edition Englewood Cliffs: Prentice
Hall, 1980.
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