Question 2

Part I
J.P. Chen, an assistant controller is in a line position as for he is assigned a
special project by the chief accounting officer, the controller, whom supervise all
accounting departments and has direct responsibility in systems accounting
including analysis, design, internal controls and taxes.It became obvious when
his project was to design a new accounts payable system to meet with the
companys achievement. Besides, Betty Hodge as a leasing contract manager is
in a line position due to her roles in requisitioning equipment from the purchasing
department, maintaining appropriate insurance, delivering equipment, issuing
billing statements and seeking renewal of leases which are service based. On the
other hand, Larry Paperman, the chief accountant whose job is to supervises all
the accounting functions and to produces reports for supervisors in the functional
area which is of internal affairs of the company eventually classify him in the
staff position. Lastly, Dawn Shevlin, director of human resources works with all
departments in recruiting personnel and also coordinates employee evaluation,
meanwhile, administers the companys salary schedule and fringe benefits
program has leads her to be more inquisitive on supportive measures to be
taken, thus earning her a staff position.

Part II
There are potential conflicts the might arise with other managers in the
organization and often it is inevitable. One of the main factors is ambiguous
jurisdiction, which occurs when managers in the organization have
responsibilities which are interdependent but whose work boundaries and role
definitions are not clearly specified. Besides, goal incompatibility and conflict of
interest from other managers working together in an organization might face
obstructions in target achievement due to vague information provided and
communication barriers. In tandem to that, it will cause misunderstanding and
thereby create conflict situations between the two parties. Over dependence on
one party might also lead to failure in producing outstanding results from a
specific given task.
Moreover, differentiations within an organization, managers from each
respective unit are made responsible for different, specialized task which might
creates separation and introduces differentiation. Conflict situations could arise
when actions of sub-units are not properly coordinated and integrated.
Association of the parties and specialization are also the factors of potential
conflict whereby managers specialized in different areas work in a group may
disagree amongst themselves because they have different perception of their
own. Also, unresolved prior conflicts which remain unsettled over time can create
anxiety and stress, which can further intensify existing conflicts and it would not
contribute to the beneficial of the organization.