Onward to Global Excellence

BEHAVIOR IN THE ORGANIZATIO

Team Delta

OBJECTIVES
I. Revisiting the definition and
history of Organizational
Behavior on the
II. Discussion
1. Issues between
following:
organizations and
2.individuals
Managing organizational
behavior
a.
Conflict management

b. Deviant organizational behavior

b. Communication and group
processes
III. Caselet/Application
Integrating the Individual with the Team

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
Levels of Organizational Behavior

MACROhow organization behaves

MESO work groups
micro
individuals in organizations

Organizational Behavior
Why study organizational behavior?

The central idea of the study of

organizational behavior is that a
scientific approach can be applied to
the management of workers.

Organizational Behavior
b. History, revisited
1924 - 1933 = Hawthorne Electric
Company conducted series of experiments
(changes in environment; productivity of
employees)
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)
Hawthorne Effect

Behavior of a test subject

changes when they know
they are

Organizational Behavior
b. History, revisited
1940s = focused of study was on logistics
and management science (due to the
outbreak of WWII)
1950s and 1960s = studies by Carnegie
(freshwater) School of Economics
furtherance of the rationalist approaches to
decision-making problems.
1970s to date = quantitative research
(70s); 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:

Persona
lity
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?

Lewis A.
Coser
1967

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.
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.

EMOTIONS
VALUES
POWER
PERCEPTION
NEEDS

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

Interpersonal Relationships
When 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/Change
Implementation 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 Career
Some 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

External Changes
When 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.

Harassment
Harassment 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 Communication
Companies 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 Communication
Companies 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.

Joseph
Ravick
2014

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.

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
Subpar Performance
When a worker in a department isinvolved.
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 Resources
Companies 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 conflicts

The 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

Collaborating

Compromising

Accommodating

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

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
Drawbacks:
differences
One's own ideas don't get
attention
Credibility and influence can

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
Drawbacks:
successfully
Important
decisions
may be made by
When more
information
is needed
default
Postponing may make matters worse

Other Effective Strategies

1. Stay Neutral
2. Acknowledge the Problem
3. Focus On the Problem, Not the People
4. Seek Common Ground
5. Be Patient, But Decisive

Managing Deviant Behavior

Deviance

Gabe
Kaplan
1975

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.

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--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--vis Ethics

Although a particular behavior can be both
deviant and unethical, the qualities are not
inevitably linked.
For instance:
a. Dumping of toxic waste
in a
river
Deviant or not
deviant?
Ans.:
Not deviant if it conforms with the policies of
ones organization
Ethical or
unethical?
Ans.:
Most people would probably agree that this act is
unethical.

b. Reporting this dumping to

authorities
Ethical or
unethical?
Ans.:
Ethical
Deviant or not
deviant?
Ans.:
Deviant act if it violated organizational norms.

Workplace Deviance
focuses on violations of
norms that threaten the
well-being of an
organization.

Typology
defined

study of
types. division of
Typology of anthropology
culture by races.
Typology of archaeology classification of
artifacts according to their characteristics
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
Testament
New
Typology
of psychology a model of
types
personality
Typology of deviance classification of
behavior,

Typology of Deviant Workplace Behavior

ANOMIE
the misalignment of
cultural goals with
institutional means.

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
Example
goals .
A banker

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.
Example:
A member of the Mafia or street gang
values wealth but employs alternative
means of attaining her wealth.

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
Example
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.

IV. Retreatism
People who are retreatists reject both the
means and goals of society. Drug addicts
and vagrants are examples of people who
retreat.
Example
A homeless person who is homeless more
by choice than by force or circumstance
or a commune established separately
from dominant social norms.

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
Roles of deviant behavior in
society:
deviance helps distinguish between what is
acceptable behavior, and what is not.
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 Mertons typologies? How?
2. Do you think that Mertons
socioeconomic status impacted his
perception of why people are deviant?
Why/why not?
3. Do you think that Mertons
socioeconomic status impacted his
perception of why people are deviant?
Why/why not?

Typology of Deviant Workplace Behavior

Communication and Group Processes

Group
Communication

Group communication is
both a science and an art.

7 C's of effective
communication at all
Communication skills are an levels of your company
and help make
essential component of a
interactions with
productive workplace,
customers more
allowing employees to work
effective as well.
together cohesively and
professionally.

Group
Communication
Significa
nce
Accomplishment of great things in small and
large business alike.
Groups 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
Ways to improve
communications skills in the
workplace to boost employee productivity according
to:

Step 1:
1. Concise
Communication skills in
Go to the point
employee training programsquickly.
Step 2:
Model Excellent
communicators
Step 3:
Promote effective
communicators

2. Complete
Prepare a complete
plan.
3. Conversational
Present information
in conversational

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

Step 4:
Communication skills in
performance appraisals

4. Clear
Make your point.

Step 5:
Develop team-building
exercises

5. Considerate
Be accommodating.
6. Confidence
Be in command
during conversation.
7. Check
See to it that your
data and facts are

Group
Communication

Benefits of Effective Team Communica

Efficient Action
Encourages Input
Encourages Dynamic Change
Creates Understanding