The Dark Side Of An Organization

The book focuses on the impact of individuals within organizations and how organizational efficiency or rationality is getting deep into our individuality. The author states that the modern organizations and the way their administration work are the results of heavily borrowed principles of rationality and objectivity from the sciences. It has resulted in a one-sided focus of placing the rational goals of the organization above, and often in place of, those of the individual members of the organization. Denhardt relates science and administration by putting examples of many scientific theories which relate to the human and natural aspect of everyone’s lives.

In the book The Invisible Spotlight, Craig Wasserman and Doug Katz write that all managers work in the danger of an invisible spotlight, where actions are scrutinized by their own employees. What is more fascinating, the managers do not even suspect this is really happening. Consequently, future leaders underestimate the influence of the particular events that are in the core of the structure of the business. The book is easy to read and understand, as Wasserman and Katz present their own examples, which make the ideas clearer. The unrevealed spotlight of their weaknesses and strengths are revealed in the book. Every single situation may be found in the realities of management.

The human race holds a dark side lurking within them. In most cases, humans are unaware of its existence because of the high standard expected in civilization.“Where’s the man with the megaphone?” The fair

The readings for this week focused on how organizations can be deviant and ultimately terminated. It also focused on interagency collaboration in the criminal justice system. Section four’s central premise was organizational deviance and termination. The section started off by giving the readers a highlight of a particular case in 2003. Josiah Sutton was convicted to a 25 year prison sentence after being identified as the perpetrator for a rape. There was plenty of evidence against him, which ultimately led to his conviction. However, it was stated that “Sutton’s conviction demonstrates that multiple organizations failed to operate according to their intended goals” (Giblin, 2014, 130). The court system, the crime lab and the witness eye testimonies were all inconclusive and did not match up. For example, the offenders were described one way but Sutton was not remotely similar to the description. Later, DNA that was recovered was concluded that it could not have been his. After serving some of his prison sentence, Sutton was finally released. This is a great example of organizational failure and deviance.

At a time when many companies experience a difficult economic situation, they have to cut costs by laying off workers, and worse if your employees decided to leave for other competitors. Losing a talented worker is costly and to replace your top employee’s knowledge, experience and customer relationships is not something as simple as ones might think. So why do good employees quit? Even with high wages or great benefit, employees can still depart from the company if they do not get along well with their managers. So in order to keep good employees on board, the managers play an important role in knowing and matching their workers’ needs. In what follows, I going to analyze the case study: “Why are we losing all our good people?” which is about a fictional firm called “Sambian Partners”; what's really the reasons that is driving talented people out of the company and offering some solution to help Sambian stop the talent drain.

In today’s business environment, leadership is a major topic of discussion and concern. Having the right leaders in place could be the difference between a successful business and unequivocal failure. There are many different leadership styles that are proven to be effective and then there is the type of leadership that leads a business in the opposite direction. This type of leadership is known as toxic leadership. Research has shown there to be many defining characteristics of a toxic leader and there are identifiable signs that may be indicative of a toxic workplace. The effects of this type of leadership and the environment that it creates can be far-reaching. However, there are ways to assist individuals with protecting themselves from a toxic leader and the negative results of working in a toxic environment.

Organisation culture – The behaviour and morals of the employees within the company have a big impact on the employment relationship e.g if

The dark side of human nature can be defined as the root of all conflicts within the

“Organizational culture consists of a set of shared meanings and values held by a set of members in an organization that distinguish the organization from other organizations” (Baack, 2012). These shared values have a strong influence on the people in the organization and dictate how they dress, act, and perform their jobs. Culture plays a huge role in the guiding of the behaviors of employees of an organization. There are three stages of culture that interact with one another to influence the behaviors in the organization. These stages are: observable artifacts, espoused values, and enacted values.

These actions seem silly when compared to infidelity or something of that sort, but, once again, these deeds can seriously affect one’s psychological growth. Meanwhile, betrayal in a place of employment can not only negatively affect one’s mental health, it can also negatively impact the place of employment. Betrayal strips a workplace of trust, which is essential when attempting to complete a job. According to Untangling the Knot of Trust and Betrayal, “trust enhances cooperation, improves communication, facilitates citizenship behaviors, in addition to improving group and organizational performance” (Robinson). Therefore, overall, betrayal has proven to be a menace in any form of relationship between individuals.

Chad Brooks, in his article entitled, “Workers Gone Wild!? The Things That Make Employees Behave Badly”, appears to contribute counterproductive work behavior to upsetting circumstances that occur in the workplace. The greater part of these workers are not participating in this counterproductive work behavior initially while the upsetting circumstance is

Not all employees knowingly put themselves in a difficult situation, some happen to stumble into it without realizing what the future holds. Some even give into the temptation of unethical behavior (Pollock, 2013).

A company’s culture is comprised of of three levels which ultimately work together to develop specific beliefs and behaviors that employees display. The first level is the artifacts of the company. These include stories and legends about the company history, organizational language, and employee rewards. The second level, shared values, includes the conscious beliefs of employees and management that dictate how they behave and interact together. The third and final level is called shared assumptions, which are the mental models and the archetypes of behavior that management sets for its employees to follow.

The ‘Smile Factory: Work at Disneyland’ case study emphasizes a strong correlation with the in-class topics presented throughout the Organisational Behaviour module. The paper is a description of the organisation’s code of conduct, business focus and core values and is primarily concerned with evaluating relevant socio-behavioural patterns embedded with the specific business culture.

An organization’s culture governs day to day behavior. This type of power may be seen as a control mechanism, which businesses use to manipulate internal and external perception. Every organization has a set of assumed understandings that must be adopted and implemented by new employees in order for them to be accepted. Conformity to the culture becomes the primary basis for reward by the organization. “The role of culture in influencing employee behavior appears to be increasingly important in today’s workplace, as organizations have widened spans of control, flattened structures, introduced teams, reduced