Onward to Global Excellence

BEHAVIOR IN THE ORGANIZATION

Team Delta

OBJECTIVES

II. Discussion on the following:

III. Caselet/Application

1. Issues between organizations and individuals

2. Managing organizational behaviora. Conflict managementb. Deviant organizational behaviorb. Communication and group processes

“Integrating the Individual with the Team”

I. Revisiting the definition and history of Organizational Behavior

Organizational Behavior

a. Definition, revisited…

Organizational Behavior (OB) is the study of human behavior in organizational

settings, the interface between human behavior and the organization, and the

organization itself.

Organizational Behavior (OB) is the study of the way people interact within groups.

Organizational Behavior

a. Definition, revisited…

micro individuals in organizations

MESO work groups

MACRO how organization behaves

Levels of Organizational Behavior

Organizational Behavior

The central idea of the study of organizational behavior is that a

scientific approach can be applied to the management of workers.

Why study organizational behavior?

Organizational Behavior

b. History, revisited…

1924 - 1933 = Hawthorne Electric Company conducted series of experiments (changes in environment; productivity of employees)

“Hawthorne Effect”

Studies: 1. Effect of various types of breaks (lots of small breaks, a

few long ones, etc.) 2. Productivity (productivity in isolation, and productivity

in varying levels of light)

Behavior of a test subject changes when they know they are

being observed.

Organizational Behavior

b. History, revisited…

1940’s = focused of study was on logistics and management science (due to the outbreak of WWII)

1950’s and 1960’s = studies by Carnegie (freshwater) School of Economics – furtherance of the rationalist approaches to decision-making problems.

1970’s to date = quantitative research (‘70’s); cultural components of organizations (race, class, gender roles, and cultural relativism – and their roles on group building and productivity)

Organizational Behavior

OB in Practice…

Various sections of the application of theory and knowledge from the field of OB, are as follows:

• Personality• Job Satisfaction• Reward Management• Leadership• Authority• Power • Politics

Issues Between Organizations and Individuals

Acquired Immune Deficiency Syndrome

Affirmative Action

Conformity

Corrective Discipline

Discipline

Issues Between Organizations and Individuals

Discharge

Discrimination

Drug Free Workplace Act

Due Process

Employee Assistance Program

Issues Between Organizations and Individuals

Genetic Monitoring

Genetic Testing

Honesty Testing

Hot Stove Rule

Individual Organization Responsibilities

Issues Between Organizations and Individuals

Learned Helplessness

Legitimacy of Organization Influence

Organizational Citizenship

Polygraph

Preventive Discipline

Issues Between Organizations and Individuals

Progressive Discipline

Psychological Stress Evaluator

Rights of Privacy

Sexual Harassment

Whistle Blowing

Managing Organizational Behavior

Managing Conflict

What exactly is conflict?

Disagreement which causes in each of the affected persons, organizations or groups a perception that their physical or emotional needs, interests or concerns are threatened.Ron Whitaker

2013

A struggle over values and claims to scarce status, power, and resources, in which the aims of the opponents are to neutralize, injure, or eliminate the rivals.Lewis A. Coser

1967

NEEDS

PERCEPTION

POWER

VALUES

EMOTIONS

Increased participation and creativity

Clarification of individual views that build learning

Consideration of a broader range of ideas, resulting in a better, stronger idea

Feelings of being defeated and demeaned, which lowers individuals’ morale and may increase turnover

Communication is the central element in interpersonal conflict. Communication and conflict are related in the following ways:

• Communication creates conflict.• Communication reflects conflict.• Communication is the vehicle for the destructive or

productive management of conflict.

Interpersonal RelationshipsWhen different personalities come together in a workplace, there is always the possibility they won't mesh. Office gossip and rumors can also serve as a catalyst for deterioration of co-worker relationships.

Trends/ChangeImplementation of new technology can lead to stressful change. Workers who don't adapt well to change can become overly stressed, which increases the likelihood of conflict in the workplace.

Frustration: Challenging Our Paradigms in Work and CareerSome of our biggest frustrations in life can come from our work environment. It might be work that is unfulfilling, co-workers that we have difficulty getting along with, or demanding organizational structures that seem to strip us of our time and suffocate our passion and creativity. We so often refer to this complex and stressful situation with a blanket term like "career burnout."

External ChangesWhen the economy slides into a recession or a new competitor swoops in and steals some of a company's market share, it can create tension within the company. This stress can lead to conflict between employees and even between upper levels of management.

HarassmentHarassment in the workplace can take many forms, such as sexual or racial harassment or even the hazing of a new employee. Companies that don't have strong harassment policies in place are in effect encouraging the behavior, which can result in conflict.

Different behavioral styles or preferences: Individuals may clash over their respective work habits, attention to detail, communication practices, or tone of expression. While these can affect coordination of interdependent tasks, they can especially inhibit direct collaboration.

Poor CommunicationCompanies or supervisors that don't communicate effectively can create conflict. For example, a supervisor who gives unclear instructions to employees can cause confusion as to who is supposed to do what, which can lead to conflict.

Poor CommunicationCompanies or supervisors that don't communicate effectively can create conflict. For example, a supervisor who gives unclear instructions to employees can cause confusion as to who is supposed to do what, which can lead to conflict.

“DO NOT LET the APE get you!”. So say, J. Warwick, a mediator, trainer and facilitator.

The powerful role that our Assumptions, Perceptions and Expectations have in defining how we perceive a conflict and, if left unexamined, the detrimental impact they will continue to have on the conflict.

Joseph Ravick2014

Performance deficiencies: When some team members are either not contributing their share of effort or not performing at the expected level of quality, the impositions that result can create friction, which may be heightened when critical or highly visible tasks are involved.

Subpar PerformanceWhen a worker in a department is not "pulling his weight," it can lead to conflict within the department, perhaps even escalating into a confrontational situation. A supervisor who fails to acknowledge or address the situation can add fuel to the fire.

Limited ResourcesCompanies that are looking to cut costs may scale back on resources such as office equipment, access to a company vehicle or the spending limit on expense accounts. Employees may feel they are competing against each other for resources, which can create friction in the workplace.

Negative effects of group conflictsThe win-lose conflict in groups may have some of the following negative effects:• Divert time and energy from the main issues• Delay decisions• Create deadlocks• Drive unaggressive committee members to the

sidelines• Interfere with listening• Obstruct exploration of more alternatives• Decrease or destroy sensitivity• Cause members to drop out or resign from

committees• Arouse anger that disrupts a meeting• Interfere with empathy• Incline underdogs to sabotage• Provoke personal abuse• Cause defensiveness

Compromising

Accommodating

Collaborating

Competing

Avoiding

Fundamental premise: Teamwork and cooperation help everyone achieve their goals while also maintaining relationships

Strategic philosophy: The process of working through differences will lead to creative solutions that will satisfy both parties' concerns

When to use:• When there is a high level of trust• When you don't want to have full responsibility• When you want others to also have "ownership" of

solutions• When the people involved are willing to change their

thinking as more information is found and new options are suggested

• When you need to work through animosity and hard feelings

Drawbacks:• The process takes lots of time and energy• Some may take advantage of other people's

trust and openness

Fundamental premise: Winning something while losing a little is OK

Strategic philosophy: Both ends are placed against the middle in an attempt to serve the "common good" while ensuring each person can maintain something of their original position

When to use:• When people of equal status are equally

committed to goals• When time can be saved by reaching intermediate

settlements on individual parts of complex issues• When goals are moderately important

Drawbacks:• Important values and long-term objectives can

be derailed in the process• May not work if initial demands are too great• Can spawn cynicism, especially if there's no

commitment to honor the compromise solutions

Fundamental premise: Working toward a common purpose is more important than any of the peripheral concerns; the trauma of confronting differences may damage fragile relationships

Strategic philosophy: Appease others by downplaying conflict, thus protecting the relationship

When to use:• When an issue is not as important to you as it is to

the other person• When you realize you are wrong• When you are willing to let others learn by mistake• When you know you cannot win• When it is not the right time and you would prefer to

simply build credit for the future• When harmony is extremely important• When what the parties have in common is a good

deal more important than their differences

Drawbacks:• One's own ideas don't get attention• Credibility and influence can be lost

Fundamental premise: Associates "winning" a conflict with competition

Strategic philosophy: When goals are extremely important, one must sometimes use power to win

When to use:• When you know you are right• When time is short and a quick decision is needed• When a strong personality is trying to steamroller

you and you don't want to be taken advantage of• When you need to stand up for your rights

Drawbacks:• Can escalate conflict• Losers may retaliate

Fundamental premise: This isn't the right time or place to address this issue

Strategic philosophy: Avoids conflict by withdrawing, sidestepping, or postponing

When to use:• When the conflict is small and relationships are at stake• When you're counting to ten to cool off• When more important issues are pressing and you feel

you don't have time to deal with this particular one• When you have no power and you see no chance of

getting your concerns met• When you are too emotionally involved and others

around you can solve the conflict more successfully• When more information is needed

Drawbacks:• Important decisions may be made by default• Postponing may make matters worse

5. Be Patient, But Decisive

4. Seek Common Ground

3. Focus On the Problem, Not the People

2. Acknowledge the Problem

1. Stay Neutral

Other Effective Strategies

Managing Deviant Behavior

Gabe Kaplan1975

Employee deviance is defined as voluntary behavior that violates significant organizational norms and in so doing threatens the well-being

of an organization, its members, or both.

Deviance is an adaptation by individuals to the dominant culture.

Discrepancies exist between cultural (material) goals and structural

opportunities.

Deviance

Employee deviance is voluntary in that employees:

• Either lack the motivation to conform to normative expectations (standards) of the social context; or

• Become motivated to violate those expectations

Workplace Deviance vis-à-vis Ethics

The study of Workplace Deviance focuses on the behavior that violates organizational norms

The study of Ethics focuses on behavior that is right or wrong when judge in terms of justice, law, or other societal guidelines determining morality of behavior

Workplace Deviance vis-à-vis EthicsAlthough a particular behavior can be both deviant and unethical, the qualities are not inevitably linked.

For instance:

• Deviant or not deviant?

• Ethical or unethical?

a. “Dumping of toxic waste in a river”

b. “Reporting this dumping to authorities”

• Deviant or not deviant?

• Ethical or unethical?

Ans.: Not deviant – if it conforms with the policies of one’s organization

Ans.: Most people would probably agree that this act is unethical.

Ans.: Ethical

Ans.: Deviant act if it violated organizational norms.

Workplace Deviance

… focuses on violations of norms that threaten the well-being of an

organization.

… study of types. Typology defined …

• Typology of archaeology – classification of artifacts according to their characteristics

• Typology of anthropology – division of culture by races.

• Typology of linguistics – classification of languages according to their structural features

• Typology of theology – the interpretation of some characters and stories in the Old Testament as allegories foreshadowing the New Testament

• Typology of psychology – a model of personality types

• Typology of deviance – classification of behavior, ±

Typology of Deviant Workplace Behavior

“ the misalignment of cultural goals with institutional

means”.

ANOMIE

I. Conformity

The individual conforms to the dominant culture. Here the individual experiences no problem in terms of goals and the means that society provides to achieve those goals. There is, therefore, no need to engage in deviance to obtain goals deemed worthy by society. Conformity involves the acceptance of the cultural goals and means of attaining those goals .

A banker

Example

II. Innovation

Innovators are people who accept the goals of society. For some reason, like poverty, they cannot achieve societies' goals by legitimate means. They have to use illegitimate means such as stealing.

A member of the Mafia or street gang values wealth but employs alternative means of

attaining her wealth.

Example:

III. Ritualism

People who ritualize have similar problems that the innovator experiences, but for ritualists the individual rejects the goals, but accepts the means. The individual may, for example, choose to work hard knowing that he or she is not going to achieve the goals that society defines as worthy because they do not get paid enough.

A disillusioned bureaucrat - like Milton in the movie Office Space, who goes to work everyday because it is what he does, but does not share

the goal of the company of making lots of money.

Example

IV. Retreatism

People who are retreatists reject both the means and goals of society. Drug addicts and vagrants are examples of people who retreat.

A homeless person who is homeless more by choice than by force or circumstance or a commune

established separately from dominant social norms.

Example

V. Rebellion

The individual rejects the culture (values, goals, norms). These individuals pursue alternative cultures.

Example

Communist revolution and / or social movement activities and

some gangs

Structural-Functionalism

• deviance helps distinguish between what is acceptable behavior, and what is not.

Roles of deviant behavior in society:

• In a sense deviance is required in order for people to know what they can and cannot do. It draws lines and demarcates boundaries.

Points to Ponder

1. Do you see yourself or your family in one of Merton’s typologies? How?

2. Do you think that Merton’s socioeconomic status impacted his perception of why people are deviant? Why/why not?

3. Do you think that Merton’s socioeconomic status impacted his perception of why people are deviant? Why/why not?

Typology of Deviant Workplace Behavior

Communication and Group Processes

Group Communication

7 C's of effective communication at all levels of your company and help

make interactions with customers more effective as

well.

Group communication is both a science and an art.

Communication skills are an essential component of a

productive workplace, allowing employees to work together

cohesively and professionally.

Group Communication

Significance

• Accomplishment of great things in small and large business alike.

• Group’s overall effectiveness hinges to the great extent on the effectiveness of the participants’ communication skills.

• Negative flows of communication will create fractious work environment.

• Poor communication between group leaders and workers will slow productivity.

Group Communication

1. Concise Go to the point quickly.

Step 1: Communication skills in employee training programs

Step 2: Model Excellent communicators

2. Complete Prepare a complete plan.

Step 3: Promote effective communicators

3. Conversational Present information in

conversational tone.

Ways to improve communications skills in the workplace to boost employee productivity according to:

Group Communication

4. Clear Make your point.

Step 4: Communication skills in performance appraisals

Step 5: Develop team-building exercises

5. Considerate Be accommodating.

6. Confidence Be in command during

conversation.

Ways to improve communications skills in the workplace to boost employee productivity according to:

7. Check See to it that your data and

facts are precise.

Group Communication

Benefits of Effective Team Communication

Efficient Action

Encourages Input

Encourages Dynamic Change

Creates Understanding