This document discusses sources of conflict between marketing and manufacturing departments in organizations. The key areas of potential goal conflict are customer satisfaction for marketing versus production efficiency for manufacturing. These conflicts can arise over issues like product line breadth, new product introduction, production scheduling, and inventory levels. When conflict is low, organizations tend to follow a rational model with consistent goals and an emphasis on efficiency. But when conflict is high, a political model may be more accurate, with shifting coalitions, bargaining between interests, and ambiguity around information. Power within organizations can come from formal positions, resources, networks, and satisfying strategic contingencies. The document also outlines strategies for negotiating conflicts and increasing or sharing power between groups.