Workplace conflicts may periodically occur between the two, but such events are considered anomalies in a relationship that is naturally inclined to be cooperative. Those who hold this perspective see managers and employees as having a common interest in the survival of their organizations, such that when conflicts do occur they are unlikely to escalate to the point of making them insolvent. Existing divisions are assumed to be the product of personality disorders, inappropriate recruitment and promotion practices, dissident deviance, or poor communication. To ensure that such division does not affect the “natural order,” it is believed that the rational leadership team must pay particular attention to removing sources of potential conflict. (Fox, 1966) To this end it must ensure that recruitment and promotion processes are fair and equitable, that communication systems are in place to advise employees of what their interests are and that deviant individuals are suppressed or dismissed. It must finally ensure that the organization is promoted among the workforce as the sole source of authority since unions are considered competitors for employee commitment and cooperation, interfering with managers' right to manage (Fidler, 1981, pp.