The Interdependent Environment of Business

As long as the role of management is defined in terms of profit maximization, the conflict with ethics remains. But Digital Photo Frame suppose describing the role of manager in terms of profit maximization not only conflicts with being ethical, but also is dysfunctional as an approach to management. Then it would follow that the traditional role of manager should be changed, perhaps in a way that does not conflict with ethics.

The traditional description of the role of manager is dysfunctional because it draws a manager’s attention away from the essential part other people play in the achievement of profit.

Such a description doesn’t just fail to point out the importance of other people in fulfilling that role, it actually portrays them as a constraint on profit maximization. However, participants in business activities are interdependent on each other for success. They need to cooperate with one another to achieve their objectives. For example, a company cannot succeed without the help of its employers, suppliers, and customers. Managers cannot succeed without the help of superiors 7″ Digital Photo Frame and subordinates.

Situations of interdependence are referred to as non-zero-sum games. A zero-sum game is one in which there must be a winner and a loser. In non-zero-sum games, however, there can be a winner and a loser (win-lose), two losers (loselose), or two winners (win-win).

Certainly, most managers recognize the existence of interdependence and create win-win situations daily. For instance, most managers don’t constantly insult their subordinates because they know if they do their subordinates will be uncooperative–and that cooperation is essential to getting most jobs done.

What about situations in which interdependence is not so obvious? How apt are managers to recognize the existence of interdependence and the need for cooperation in such situations? It seems that the second principle of the managerial role, which describes other people as constraints on the achievement of the exclusive goal of profit maximization, would likely cause managers to fail to recognize less obvious situations of interdependence. If others are seen as constraints, they are apt to be seen as adversaries with whom one should compete rather than cooperate.

This view of others as adversaries is self-destructive in an 8″ Digital Photo Frame environment of interdependence. Trying to defeat mistakenly identified opponents (seeking “I win, you lose” outcomes in interdependent situations) will likely result in lose-lose outcomes. Unlike a rock, most people kick back when they’re kicked.