Organizational Conflict At Walt Disney The Ceo Eisner

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Jones (2013) states that organizational conflict is the clash that occurs when the goal-directed behavior of one group blocks or thwarts the goals of another (p. 391). In the case study Politics at Walt Disney the CEO Eisner began losing favor with the company when the firm’s performance began to fall. Despite having handpicked a majority of the board members Eisner could not deny the company’s loss of performance. Pondy (as cited by Jones, 2013) developed a model of organizational conflict which lists five sources of conflict in stages. In stage one latent conflict is described as not having any direct obvious conflicts; however disparities and divisional differences are apparent. Stage two perceived conflict occurs when another division believes their goals are being restrained by another section. Stage three felt conflict each section begin harboring direct resentment against each other. Stage four manifest conflict happen when each section exhibits some form of retaliation against the other department. Finally, stage five conflict aftermath happens when the conflict has been resolved, but more often than not the conflict arises again. “All the members of the top-management team are corporate managers, whose responsibility is to set strategy for the corporation” (Jones, 2013, p. 40). The various sources of conflict and politics that plagues Walt Disney in the past were in operating under his agenda instead of for the company and its shareholders. Eisner
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