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Running head: MANAGEMENT BEHAVIOR 1
MANAGEMENT BEHAVIOR 2
In order to minimize the impact of deviant behavior at the work place, leaders should ensure that they lead by example. This means that they place themselves in the employees shoes. They ensure that employees are well treated that involves remunerating well, motivating and rewarding them. They instill a culture of honesty and virtues in them. Deviant behavior occurs when employees feel betrayed, or when they feel that they are being mistreated by the management.
In order to reduce or eliminate instances of deviant employees, employers should encourage dialogue with them. This can be done through regular meeting, or even through the use of suggestion boxes. They encourage employees to be free to talk about issues within the organization that they feel should be changed. They may not like the way issues are addressed as good leaders and managers are good listeners as well. They understand the plight of the employee, treating them well as equal partners within the organization. Effective communication between leaders and their subordinates helps in building effective organizations. Proper communication skills will tackle problems of socialization and decision making. They should tackle laws and rules that employees feel are too stringent. Working hours should be flexible enough for the employees.
Deviant behaviors are likely to reduce the output and productivity at the workplace. This is because workers perform duties rather slowly. Deviant behaviors create mistrust among employees. They feel they are not appreciated. Therefore, they do not deliver their best for the company. When workers are not motivated, their morale is low- reducing productivity. Generally, this affects delivery of services within the organization. Employees may be rude towards co-workers or the administration. Overall, it creates negative relationship between employers and employees. The organizations may collapse, since the leaders at the helm pursue self or personal interests at the expense of the company interests.
Organizational cultures that have leaders who disregard the ethics, reputation and goals of a company are likely to encourage deviant behavior. They create an environment where employees do not ask questions-they just do what the leaders require them to do. This is dictatorial. Organizational cultures that encourage stealing from the company and rudeness of workers towards fellow workers encourage employees to behave in the same way. For instance, if employers steal from the company, employees will most likely pick up the habit as well.
Organizational structures that make employees feel they are not appreciated, and that injustices are meted out on them, encourage workers to counteract. Culture can have a significant impact on organizations. Employees are used to doing things as they see this in the company. Companies that stick to status quo and old ways of doing things will influence employees negatively and will limit innovation and creativity. The employees will then feel sidelined and unappreciated. They create stressful environments and dysfunctional organizations for workers to inherit. Employers who mistreat employees create a culture of deviance in that employees take this to be the norm. Psychologically, they believe that the employers do not understand their plights. They hold this belief and believe that employers will not change. Deviant behaviors have positive impact in the organization as they help organizations to realize their mistakes. They can then improve upon what they can change. This can include changing tact, and leadership styles; encouraging dialogue among employees, as well as encouraging positive interactions. Deviant behaviors make employers realize their mistakes and work towards improving service delivery at the workplace. Employers may realize that employees need changes. They encourage change-positive attitude for the employees. Leaders and managers realize that employees need a new direction, a new way of doing things.
When determining an optimal size of a group, manager should consider factors such as resources, climate of trust, effective leadership, and reward system as well as performance evaluation.
Every team relies on available resources to sustain them. The size of a group depends on the amount of resources that management allocates to them. When resources are scarce, then definitely the performance of that group will be limited. It is therefore important that managers should allocate resources based on the available resources.
Managers should ensure that they allocate only the tasks that employees can comfortably deliver. This may mean looking at their various interests, passions and talents, and only giving them tasks that they are comfortable with depending on their different abilities. Members are driven by their passions and desires. A major pro of this approach is that employees will deliver their best based on what they are comfortable in.
Employers and managers ought to look into this aspect too. There should be trust within the group which assists members in working towards a common purpose. They know what is required of them and work towards ensuring that they stick to the requirements of the management.
It is important that when they are selecting members of a group, they look at their flexibility in terms of how they can adapt to different expectations. They instill a culture of creativity. What are the contributions of each member?
Generally, keeping smaller groups is better than working with bigger groups. In order to develop diversity of views, members should be encouraged to brainstorm and give their honest views and thoughts about different decisions. Keeping groups smaller ensures cohesiveness, mutual accountability, reduced social loafing and communication. The pros of keeping groups smaller include increased efficiency and productivity, general acceptance and more alternatives. Output declines when there are many members in a particular group. Another pro is that monitoring smaller groups is easier compared to monitoring larger groups. The cons include the fact that smaller groups consume time; there will be many groups and monitoring each of them will consume a considerable amount of time. There may be conformity pressures and domination by outspoken and active members.
Managers can know if they selected the right number of people by looking at productivity. Has productivity improved and group performance increased? By answering the questions, they can know whether the size was optimal. Individuals perform better in smaller than in bigger groups. They should set roles for the groups. If the assigned roles are continually completed in time, then the group size is the optimal one that managers should stick to. Basically, experts suggest group size of between five to seven people. It is important to also look at comfortability of members within the group. Members within a group should only be assigned roles that they can deliver on. Equally important would be to look at different interests of members. What motivates various members of a group? Are they people who are self-driven or people who prefer to work in groups? Carrying out constant evaluation of the groups helps a manager to monitor performance and decide on the best approaches to use in treating members of any group. If the designated roles to different groups are constantly delivered in time, then managers can insinuate that they selected optimal group sizes. Equally important for managers is the fact that they allow employees to select groups where they are comfortable.