Research Paper on:
Organizational Conflict Theoretical Model and Rondell Data Corporation

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the Rondell Data Corporation. Rondell, in a nutshell, was a corporation in trouble. But when it came to a new modulator, the Model 802, it seemed as though everyone was  going the wrong way and making the wrong decisions about design implementations, manufacturing timelines and sales forecasts of the model. Instead of working with one another, everyone was finger pointing,  placing the blame on everyone elses departments. As a result, the Model 802 wasnt ready on time, customers became angry - and unsurprisingly, people were fired (most notably, the new  director of engineering who was hired to straighten out the problem and who learned hed entered into a hornets nest). The Rondell  case study, although thankfully not seen in the real world quite so much today, nonetheless provides an excellent example of organizational conflict theory, which will be explained in more detail  throughout this paper. Conflict Theory Although many supervisors and management executives abhor conflict, more and more organizational experts believe that conflict is  actually a positive benefit, as it fosters healthy competition and helps a company overcome inertia and boredom (Macchiarella, 2002). The trick is, however, to prevent positive conflict from becoming combative  and negative, as has happened with Rondell. Research, overall, demonstrates that conflict can be multidimensional (Amason, 1996). When conflict is functional, it  focuses on how to achieve common objectives (Amason, 1996). Many organizations strive for this type of conflict (dubbed "cognitive conflict") as such diversity and airing of views is a great  way for an organization to achieve its objectives (Amason, 1996). Cognitive conflict, therefor, is an understanding and functional conflict (Amason, 1996). Its when the conflict turns nasty and organizational goals