...To what extent can organizations minimize counterproductive or deviant behaviour? By definition, counterproductive work behaviors are voluntary acts that are determined to an organization. They have important implications for the well-being of an organization. and deviance behaviors are acts based on intentions to cause damage, discomfort, or punishment to the organization or other individuals within the organization. Deviant behaviors can include smaller offenses like intentionally working slower or could be as drastic as sabotage of work. These estimated losses do not include losses from other sources, nor do they consider the fact that many losses attribute to a extent go undetected these can be also said as a silent killer , and for a well developed organizations, in case of counterproductive or deviant behavior the initial consequences will be brutal. Why does counterproductive or deviant behaviour occur in a organization ? In an organization most important people are the co-workers, they are the base of the company or the organization. If they no longer have trust from each other Then its not going to run smoothly. deviance will often occur when employees feel a psychological contract has been violated. A psychological contract is a set of beliefs or unstated agreement between the employee and the organization (or individuals within the organization) of their obligations to one another. A common psychological contract many employees possess is: If they...
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...Organizational Behavior Terminology and Concepts Observable Aspects Organizational culture defines the characteristics of an organizations operation. It involves the analyzing of the roles of management and the staff in context to their ethical standards, productivity, and motivation. In agreement, Schermerhorn, Hunt, and Osborn (2008), state that “Organizational culture is the system of shared actions, values, and beliefs that develops within an organization and guides the behavior of its members” (p. 364). In conclusion, organizational culture provides a look into what is working or not working for employees in reference to motivation, productivity, and ethical standards. Organizational behavior is an ongoing analysis tool for organizations. It allows revelation of information on the company’s effectiveness brought about by their actions. It analyzes “individuals, groups, and structure to find ways for the organization to perform more effectively” (Robbins & Judge, 2009, p. 11). Analysis is performed through assessment of each entities evidence and management’s intuition. The evidentiary material comes in the form of physiological, sociological, socio-psychological, and anthropological factors in context to the organizations behavior model (Robbins & Judge, 2009, p. 3). Exploration of those factors within an organization teamed with managements’ intuition provides ideas that improve functionality. Diversity within an organization refers to the multiple characteristics...
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...An Examination of the Effects of E-mail on Management Communication and Organizational Behavior Mark Hankins Brenau University Organizational behavior is the study of individual behavior and group dynamics in organizations (Nelson & Quick, 2012). Given the role managers play in forming, supporting, and leading the interpersonal dynamics of their organizations, it is imperative to consider the management implications as they pertain to organizational behavior modifications. The role of a manager has changed and will continue to change moving into the future. The American business world is in a state of constant change with ever-increasing demands and requirements on managers and businesses. Accordingly, a thorough understanding of the concepts and tools of organizational behavior is critical to the personal success of managers within organizations. This understanding constitutes a vast array of knowledge and topics. It is the intent of this essay to illustrate one of these topics, communication. Communication, and specifically the communication technology of e-mail, is an integral and continual process within organizations. Nelson and Quick (2012) have defined communication as: “the evoking of a shared or common meaning in another person” (p. 278). This evocation between two employees is fundamental to the establishment of effective interpersonal relationships and is vital to the successful completion of organizational work, and subsequent achievement of...
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...established, measures must be taken to increase satisfaction, reduce stress, and motivate employees, turning counterproductive behavior into productive behavior. Interim measures With a shortage of employees, other employees must work extra hours to fill the positions. This extra work places hardship on those asked to fill in, which could result in role overload which could result in increased turnover. To avert the risk of increased turnover JC’s can use a temporary work agency to fill vacant housekeeping positions. Casino dealers are specially trained so it will be more difficult to fill those positions through a temporary agency so current employees will need to take on extra hours while the organization is assessed and changes implemented. The right motivation will make it easier to get employees to take extra hours and shifts voluntarily, and the process should be as quick as possible. Job Satisfaction and Occupational Stressors Job satisfaction Job performance and turnover display the degree of employee satisfaction with the job as well as his or her commitment to the organization (Jaramillo, Mulki, & Boles, 2011). The number of JC’s Casino employees seeking employment elsewhere indicates low degree of satisfaction. It appears two acute occupational stressors are the cause for dissatisfaction. For the dealers the problem involves interpersonal conflict and for the housekeeping staff it appears to be overload (Jaramillo,...
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...Organizational Behavior Terminology and Concepts Jane Doe MGT/307 August 22, 2011 John Doe Organizational Behavior Concepts and Terminology Organizational behavior (OB) is characterized in terms of how human behavior impacts organizational effectiveness. The study of organizational behavior involves learning to comprehend, explain, calculate, and even control human behavior in the workplace. The scope of the study of OB encompasses how people behave as individuals, within groups, and within the organizational structure. In addition, according to Robbins and Judge (2009), OB applies the knowledge gained about individuals, groups, and the effect of structure on behavior in order to make organizations work more effectively. Years ago the success on an organization was distinguished by how technologically inclined its managerial staff were. The more technically degreed leaders there were making the decisions, the more credence there was given to the organizations success. This early approach supported a larger degree of management-coordinated functions in which strict standards, work assignments, and technical specialization ruled through stringent chains of command and strict centralized decision-making processes. Never mind the individuals’ ability to use good old-fashioned people skills to drive performance, if revenue was in excess of debt, all was well. However, was all really well is the question. As time evolved, so did the thought process...
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...1. What is the importance of interpersonal skills? Answer: To succeed in reading the book you need to know the letters, to succeed in management you need to understand how to deal with other people. Dealing with employees is the key of success for managers. Good interpersonal skills can help you to solve such a problem. Employees are the main part of the company, to have managers with good interpersonal skills is likely to make the workplace more pleasant, in order to hire and keep qualified employees. 2. What do managers do in terms of functions, roles, and skills? Answer: Strength of an organization mostly depends on the managers. Good managers discover how to master four basic functions: planning, organizing, leading and controlling. As the planning function, managers have to define an organization’s goals, establish an overall strategy for achieving those goals, and developing a comprehensive set of plans to integrate and coordinate activities. As the organizing function, the designing an organization’s structure could be noticed. As an example: they should organize who reports to whom, who has to deal with costumers, what takes are to be done and so on. As the leading function, managers should motivate employees, direct their activities and find out the most effective communication ways. As the controlling function, managers must control organizations performance and compare it with previously set goal. If the things are not going as they planed the manager...
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...Management Communication in Organizations Violet Murrill BUS 600 Jan Tucker March 24, 2014 Effective Management Communication in Organizations Do most people have knowledge of what communication involves? Yes, most people believe they know what communication involves, however, most people lack true communication skills. Communication involves transferring information from one person or a group to others. Information is delivered in different forms such as terms or words, symbols, figures or numbers, a single concept, or sets of concepts combined (Baack, 2012). We do not just speak words when we communicate; we create meanings as we figure out what each other’s words and actions stand for, represent, or imply (Ramaraju, 2012). Communication is described by Baack (2012) as “transmitting, receiving, and processing information.” Real communication occurs when all three elements of communication take place. In business, communication skills are critical to organizations, so that they can compete nationally and in the global market and their goals are met to become successfully. This paper will describe interpersonal communication and global communication, which include the norms of communication, barriers of communication, verbal and nonverbal communication, written communication, methods of leading groups and techniques of handling group conflicts and effective approaches to giving presentations that affect every element within the organization for quality communication...
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...importance of broad leadership and effective managerial skills to mentor, train, and develop tomorrow’s Sailors. I have the ability to adapt to any situation and having the proper set of communication skills are vital to that success. I have been charged with researching, proposing, and developing a new communication structure for this organization. This paper will address the implementation of new concepts that are a crucial for the successful communication within our organization. The key concepts that have been identified and will be discussed are the following: active listening, organizational culture, conflict resolution, formal and informal communication, and leadership strategies. Organizational culture has a direct impact on communication and can be described as a negotiated order that emerges through interactions between participants, a negotiated order influenced by people with symbolic power (Hallett, T, 2003). These concepts will strengthen our organizations communication and ensure the successful completion of our strategic long term goals. The first concept that will be addressed is active listening. Participants within our organization often do not engage in active listening or pay close attention to others' messages. They are often too busy thinking about their own needs and planning what they want to say instead of focusing on what their relational partners have to say. This needs to change, but one must first understand active listening. Active listening “means...
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...Current Organizational Behavior Article 1 Counterproductive Behavior and its Effects in the Workplace Grace Connell Carroll University Abstract This paper discusses the article, The Impact of Counterproductive Behavior in Organizations, and how it relates to the topics discussed in Carroll University’s course, BUS315: Organizational Behavior. Stan Mack (2015) suggests that the impact of counterproductive behavior in organizations are negative. The counterproductive behaviors discussed in the article include poor attendance, employee theft, interpersonal problems, and cyber loafing. Throughout this paper, the counterproductive behaviors analyzed in the article will be related to the topics discussed from the required course text, Organizational Behavior: Improving Performance and Commitment in the Workplace, by Jason Colquitt, Jeffery Lepine, and Michael Wesson. Current Organizational Behavior Article 1 Counterproductive Behavior and its Effects in the Workplace Article Review The article written by Stan Mack, The Impact of Counterproductive Behavior in Organizations (TICBO), is an article discussing various counterproductive behaviors in organizations. He discusses behaviors from poor attitudes and attendance, to employee theft, interpersonal problems, and cyber loafing. Mack recognizes each of these negative behaviors, how they cannot be completely eliminated, but can be lessened by handling them appropriately. Work and project quality may decrease due to poor employee attendance...
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...workplace. This essay will focus on what l took away from the course and on how the experiences in this class will shape my future interaction especially in the workplace. For me, the purpose of the MGT 501 course is to present a systemic knowledge about people and workings within organizations that can be used to enhance individual and organizational effectiveness in the work place. MGT 501 introduced organizational behavior from several perspectives in the sense of explaining the meaning and the reason why organizational behavior is useful. It showed me how to develop skills in organizational behavior like leadership skills, personality and learning skills. It also presented a frame work of understanding the field. A very important aspect of this course was to be able to make sense of any organization in which l am placed or l find myself in the future. I believe without a doubt that after taking this course, l can adequately answer questions as to what is going on within an my organization at least from a human stand point. Apart from helping me understand what management and organizational behavior is all about, the course has also helped to be familiar with information about how organizational behavior is acquired. For instance, an understanding of the leadership theory would explain why one person is a more effective leader than another. With the same theory, one can predict which people are likely to be effective as leaders. The...
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...Section 1: Interpersonal Skills for Leaders Studies show that many leaders’ failures are attributable to interpersonal skills such as building relationships, leading teams, developing a positive work environment, effective communication and inspiring trust (Eblin, 2011). These skills become even more important when the basic element of the business is the person. It is evident that leaders must master these skill sets to be successful as a leader in their industry. RELATIONSHIP MANAGEMENT: Interpersonal Competencies Must Haves As a part of the four key factors in emotional intelligence, relationship management involves the “soft” or personal side of management that has a direct impact on the aspects of the business (Durbin, 2010). “Interpersonal skills are goal-directed behaviors used in face-to-face interactions, which are effective in bringing about a desired state of affairs” (Hayes, 1991, p14). Following is a closer look at three critical interpersonal competencies that a successful leader must have. Communication Skills Listening – Nichols and Stephens (1957) estimate that 45 percent of all communication is spent listening while far less is spent speaking. Communication is essential to the success leaders and the most influential portion is listening but listening is more than just hearing. Listening is the active engagement of communication to search for complete understand of the meaning of another’s message (Hayes, 1991). To be a superior listener one must...
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...Journal of Organizational Behavior J. Organiz. Behav. 30, 525–542 (2009) Published online 5 October 2008 in Wiley InterScience (www.interscience.wiley.com) DOI: 10.1002/job.563 Getting even with one’s supervisor and one’s organization: relationships among types of injustice, desires for revenge, and counterproductive work behaviors DAVID A. JONES* University of Vermont, Burlington, Vermont, U.S.A. Summary I tested hypotheses derived from the agent–system model of justice specifying that, among the different types of justice, interpersonal and informational justice explain the most unique variance in counterproductive work behavior (CWB) directed toward one’s supervisor, and procedural justice explains the most unique variance in CWB directed toward one’s organization. I also tested whether individuals’ desires for revenge against one’s supervisor and one’s organization mediate certain justice–CWB relationships. Results (N ¼ 424) provided considerable support for the study hypotheses, showing that employees tend to direct their CWB toward the source of perceived mistreatment, and that desires for revenge explain part, but not all, of the relationships between some types of injustice and CWB. Implications for theory, research, and practice are discussed. Copyright # 2008 John Wiley & Sons, Ltd. Introduction It has been estimated that up to 75 per cent of employees engage in behaviors such as theft, sabotage, unexcused absenteeism, and vandalism (Harper, 1990; McGurn...
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...Contents Contents | Pages | The concept of power | 2 | Sources of power | 2 | Political strategies and tactics | 8 | What is political Behavior | 9 | What are the factors contributing to Political behavior | 9 | POLITICS: Power in action: | 11 | What are the Reality of Politics | 11 | What is Organizational Politics | 12 | What is Power? Power is the capacity to influence the behavior of others.3 The term power may be applied to individuals, groups, teams, departments, organizations, and countries. For example, a certain team within an organization might be labeled as powerful, which suggests that it has the ability to influence the behavior of individuals in other teams or departments. This influence may affect resource allocations, space assignments, goals, hiring decisions, and many other outcomes and behaviors in an organization. Definitions of power abound. German sociologist, Max Weber defined power as "the probability that one actor within a social relationship will be in a position to carry out his own will despite resistance." Along similar lines, Emerson suggests that "The power of actor A over actor B is the amount of resistance on the part of B which can be potentially overcome by A." Power appears to involve one person changing the behavior of one or more other individuals -- particularly if that behavior would not have taken place otherwise. Contrasting Leadership and Power Leadership focuses on goal achievement. It requires goal compatibility...
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...organizational behavior research because of their impact on employees and organization. One of the important workplace issues that receive less attention among organizational scholars is workplace deviant behavior. The concept of workplace deviance in recent years has generated high interest among organizational researchers and practitioners because of its pervasiveness in organizations. Some forms of workplace deviance includes absenteeism, abusing sick day privileges, abusing drugs and alcohol, filing fake accident claims, sabotaging, breaking organizations’ rules, withholding effort, stealing, taking long breaks, working slowly, harassing other employees and hiding needed resources. This paper investigates the nature of deviant workplace behaviors and its impact on organizations. The purpose is to broaden the research in organizational studies by focusing not only on deviant behaviors that are negative, but on those that are positive as well. Furthermore, this article examines different types of both positive and negative deviant workplace behaviors, along with some of the reasons why managers/employees engage in such behaviors. Also, some of the reasons why organizations allow negative deviant behaviors to thrive, while discouraging positive deviant behaviors are investigated. Lastly, possible solutions to overcome problems arising from negative deviance in the workplace will be examined, along with how organizations can encourage positive deviant behaviors. ORGANISATIONAL...
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...and preference can impact organizational ethics. To discuss how personal differences and preference can impact organizational ethics, one must first define organizational ethics. According to Wikipedia, organizational ethics is defined as “how an organization ethically responds to an internal or external stimulus.” Personal differences and preference of people can create biases and conflict of interest since people have different likes and dislikes as well as different attitudes about culture, morals, and the way an individual carries theirself. If organizational ethics are not clearly defined within an organization, then chaos can occur. Companies need to make sure that there is a set standard of ethics and codes of conduct to assure an organization remains consistent and compliant. For example, preferences of a high-level manager on the gender of the people of whom he/she would like to work with, a specific type of educational background, or a certain income bracket of a person can lead to discrimination and prejudices against employees within that company. Personal differences of one’s culture, race, or even their appearance or characteristics should not come into play when working at a company. Diversity of an organization is vitally important and if someone is bias to a person’s personal difference, then someone can be treated unfairly or overlooked when that said person may have valuable input and resources that could help a department or company. In the 2005 National...
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