Organizational Dysfunction

More documents

Recommendations

Info

"good" to be acknowledged or accepted. Thus, the judgment and objectivity of both groups are impaired. When such groups meet to "discuss" their differences, constructive, rational behavior is severely inhibited. [9] Each side phrases its questions and answers in a way that strengthens its own position and disparages the other's. Hostility between the two groups increases; mutual understandings are buried in negative stereotypes. It is easy to see that under the conditions described above, mutual solutions to problems cannot be achieved. As a result, the side having the greater power wins; the other side loses. Or the conflict may go unresolved, and undesirable conditions or circumstances continue. Or the conflict may be settled by a higher authority. None of these outcomes is a happy one. Disputes settled on the basis of power, such as through a strike or a lockout in a labor-management dispute, are often deeply resented by the loser. Such settlements may be resisted and the winner defeated in underground ways that are difficult to detect and to counter. When this happens, neither side wins; both are losers. If the conflict is left unresolved, as when both sides withdraw from the scene, intergroup cooperation and effectiveness may be seriously impaired to the detriment of the entire organization. Disputes that are settled by higher authority also may cause resentment and what is called "lose-lose" consequences. Such settlements are invariably made on the basis of incomplete information — without data that the conflict itself obscures — and therefore are poor substitutes for mutually reasoned solutions. Again, both sides have lost. A specific approach to resolving intergroup conflict is outlined in the next chapter on organization development. Role Conflict Causes One fact of personal conflict includes the multiple roles people play in organizations. Behavioral scientists sometimes describe an organization as a system of position roles. Each member of the organization belongs to a role set, which is an association of individuals who share interdependent tasks and thus perform formally defined roles, which are further influenced both by the expectations of others in the role set and by one's own personality and expectations. For example, in a common form of classroom organization, students are expected to learn from instructors by listening to them, following their directions for study, taking exams, and maintaining appropriate standards of conduct. Instructors are expected to bring students high-quality learning materials, give lectures, write and conduct tests, and set a scholarly example. Another in this role set would be the dean of the school, who sets standards, hires and supervises faculty, maintains a service staff, readers and graders, and so on. The system of roles to which an individual belongs extends outside the organization as well, and influences their functioning within it. As an example, a person's roles as partner, parent, descendant, and church member are all intertwined with each other and with their set of organizational roles. Page 52 of 155
As a consequence, there exist opportunities for role conflict as the various roles interact with one another. Other types of role conflict occur when an individual receives inconsistent demands from another person; for example, they are asked to serve on several time-consuming committees at the same time that they are urged to get out more production in their work unit. Another kind of role strain takes place when the individual finds that they are expected to meet the opposing demands of two or more separate members of the organization. Such a case would be that of a worker who finds himself pressured by their boss to improve the quality of their work while their work group wants more production in order to receive a higher bonus share. These and other varieties of role conflict tend to increase an individual's anxiety and frustration. Sometimes they motivate him to do more and better work. Other times they can lead to frustration and reduced efficiency. Passive Aggressive Behavior Passive aggressive behavior is a common response from workers and managers which is particularly noxious to team unity and productivity. In workers, it can lead to sabotage of projects and the creation of a hostile environment. In managers, it can end up stifling a team's creativity. De Angelis says "It would actually make perfect sense that those promoted to leadership positions might often be those who on the surface appear to be agreeable, diplomatic and supportive, yet who are actually dishonest, backstabbing saboteurs behind the scenes." Page 53 of 155
Page 2 and 3: Walk by Faith; Serve with Abandon E
Page 4 and 5: Page 4 of 155
Page 8 and 9: 4. Throughout the process, we encou
Page 16 and 17: This work is not meant to be a piec
Page 18 and 19: Executive dysfunction appears to co
Page 20 and 21: in prefrontal brain regions. This i
Page 22 and 23: Stroop Task The cognitive mechanism
Page 24 and 25: Schizophrenia Schizophrenia is comm
Page 26 and 27: elative to typically functioning co
Page 28 and 29: with inadequate dopamine supplement
Page 30 and 31: Developmental Context An understand
Page 32 and 33: especially those involving metacogn
Page 34 and 35: Self-monitoring. Ability to stand b
Page 36 and 37: Furthermore, some think the dysfunc
Page 38 and 39: tasks. There is little meaningful s
Page 42 and 43: to his level of incompetence." This
Page 44 and 45: immediate superiors can be an effec
Page 46 and 47: A number of scholars have engaged i
Page 50 and 51: etween competing needs and demands
Page 54 and 55: Office Romance Office romances can
Page 56 and 57: Resolution Conflict Management Cons
Page 58 and 59: ased on deep-seated interpersonal c
Page 60 and 61: maintaining a blissful state of min
Page 62 and 63: Control freaks appear to have some
Page 66 and 67: Symptoms Rather than giving general
Page 68 and 69: protective of their division's inte
Page 70 and 71: to cope with insecurity; such a fee
Page 72 and 73: threats, intimidation, emotional bl
Page 74 and 75: Positive reinforcement: includes pr
Page 76 and 77: from memory; and such abusive mind
Page 78 and 79: access to family income, taking the
Page 80 and 81: 3. Manipulation - psychopath will c
Page 82 and 83: Zersetzung The practice of repressi
Page 84 and 85: "'In accounting it stands for 'firs
Page 88 and 89: General Oliver James identifies psy
Page 90 and 91: psychopath; though the higher numbe
Page 92 and 93: Why Psychopaths Readily Get Hired L
Page 94 and 95: probably caused the crisis by greed
Page 96 and 97: distorted sense of reality. Consequ
Page 98 and 99: A new model of Machiavellianism bas
Page 100 and 101: Page 100 of 155
Page 102 and 103:
Notes _____________________________
Page 104 and 105:
Page 104 of 155
Page 106 and 107:
Page 106 of 155
Page 108 and 109:
Page 108 of 155
Page 110 and 111:
Page 110 of 155
Page 112 and 113:
Page 112 of 155
Page 114 and 115:
Page 114 of 155
Page 116 and 117:
Page 116 of 155
Page 118 and 119:
Page 118 of 155
Page 120 and 121:
Page 120 of 155
Page 122 and 123:
Page 122 of 155
Page 124 and 125:
Page 124 of 155
Page 126 and 127:
Page 126 of 155
Page 128 and 129:
Page 128 of 155
Page 130 and 131:
Page 130 of 155
Page 132 and 133:
Issue Title Quarterly Vol. I 2015 T
Page 134 and 135:
Issue Title Quarterly Vol. V 2019 O
Page 136 and 137:
LII Interpreting The Facts Q-4 2025
Page 138 and 139:
LXXVIII Reforming Public Policy Q-2
Page 140 and 141:
Racial Profiling June 2019 Mass Col
Page 142 and 143:
The e-Advocate Quarterly Special Ed
Page 144 and 145:
Page 144 of 155
Page 146 and 147:
Issue Title Quarterly Vol. I 2015 I
Page 148 and 149:
The e-Advocate Juvenile Justice Rep
Page 150 and 151:
2018 - The Theological Law Firm Aca
Page 152 and 153:
Page 152 of 155
Page 154 and 155:
www.TheAdvocacy.Foundation Page 154
show all

Organizational Dysfunction

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?