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2007, OUTRAM LINES, 1ST FLOOR, OPPOSITE MUKHERJEE NAGAR POLICE STATION, DELHI-110009
ENGLISH LANGUAGE & COMPREHENSION
Direction (71-80): Read the passage carefully
and answer the questions given below it.
Certain words/phrases have been given in bold
to help you locate them while answering some
of the questions.
Orgnisational leaders often grapple with
moving their members to changed conditions.
They have to lead severtal battles of managing
varied stakeholder expectations. This is not only
to answer questions on change, but also to
counter entrenched negative attitude regarding
leadership actions and organisation system and
processes.
A change effort becomes extremely difficult
in a culture of constant suspicion, bickering,
second-guessing, rumour-mongering, and active
and passive resistance towards change.
Such behaviours have been studied under the
conceptual banner of organisational cynicism. It
is defined as a negative attitude that members
have towards their organisation, its management
and its systems and processes. It exists at the
levels of thoughts, emotions and actions.
Cynicism is magnified in a country facing
diversity on multiple dimensions': caste,
regionalism, language, religion, gender, urbanrural
divisions, differences in upbringing and
variations in quality of education. These
differences are often carried inside the
organisations and affect their functioning. The
cumulative effect is often a disengaged or cynical
workforce.
Organisational processes and managerial
actions over time shape employees' beliefs and
trust in the system. Some indivduals may be
predisposed towards negativity. Conditions for
spiralling negativity appear when managers fail
to exhibit consistency and explain the rationale
of their actions.
Their inability to articulate and present their
challenges results in perceptions of injustice
attributed to the political envioronment of the
organisation. Consequently, organisational
members develop a general distrust of every
action, believing that their organisations are not
just. Such people have an ideal view of how
organisations should work that is not grounded
in operational and social realities.
At times, organisations, in their hurry to
implement changes, end up violating the
psycholgical contract with employees. Roles get
expanded and opportunities are assigned based
on personal preferences of the leaders rather
than on proper skill assessment.
Underdeveloped appraisal and talent
mangement systems result in disproportionate
opportunities being given to a select group of
people based on similarities of region, language,
education, upbringing, religion or caste rather
than on merit or criteria of equitable distribution
across similarly qualified organisational
members.
Managers may not be connscious of their
biases. This ends up reinforcing distrust,
cynicism and feelings of injustice and
organisational politics, Organisational cynicism
has to be dealt with at the level of individuals,
system and processes while adhering to the
principles of organisational justice.
Leaders need to model behaviours and
promote a culture that values openness,
participation, engagement and trust. They need
to personally address issues that deal with
violations of accepted psychological contract.
Any changes required in psychological
contracts should be openly and explicitly dealt
with through a shared dialogue and fair processes
that explain decisions. There should be a
concerted action of aligning organisational
priorities, individual goals, collective working and
building trust of people in the organisation and
its processes.
71. What is/are the conditions that lead to
negative attitude among employees towards
their organisation?
(A) When managers beocome self-centric
(B) When managers fail to explain the
rationale of their actions
(C) When managers fail to exhibit
consistencey of their actions
(1) Only (A) and (B)
(2) Only (B) and (C)
(3) Only (A) and (C)
(4) All (A), (B) and (C)
(5) Only (A)
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