Management Conflict and Sociometric Structure

Three types of chronic conflict concerning research and development found in a medium-sized metallurgical company involve sixteen members of upper management. Selznick's model for the growth of autonomy in a bureaucracy is used in describing the general pattern of the conflicts. Differences in orientation to outside opinion and to uncertainty among the departments were decisive for the development of different departmental "ideologies" and strategies. Application of a procedure for inferring the structure of interpersonal relations from sociometric choices yields results supporting the interview-based analysis of conflicts. Recurrent revisions of formal structure and reallocations of responsibility for programs seemed to be distinctive concomitants of chronic conflict.