Organizational behavior features the study of the human conduct within an organizational setup to establish its effects on the structures, groups and the daily performance of the entity. The significant consideration for understanding the concept of organizational behavior includes the aspects of sociology, management, communication and psychology (Azeem, Abrar, Bashir, & Zubair, 2015). These are the core determinants of the success that should be achieved according to the objectives outlined. This paper intends to make a summary of the article by Lindebaum and Geddes (2015) in order to identify the effects of organizational behavior on the workplace and to propose some viable solutions that would be tantamount to an improvement of the organizational performance.
Lindebaum and Geddes’ article “The Place and Role of (Moral) Anger in Organizational Behavior Studies” focuses on differentiating the essence of moral anger from other constructs. The concept of moral anger emanates from moral wrongdoing. Such situations are inherent in organizational setups where the moral judgment used in decision making may result in a difference in opinions. Moral anger is depicted to be crucial in influencing the outcomes of activities carried out in organizations. There is the chance that the decisions made in an establishment as a result of the moral anger would not correspond to the stated vision, goals, and mission (Lindebaum & Geddes, 2015). The organizational practices should be improved in case of making any move to address the aspects of moral anger that can easily corrupt the core activities of an organization.
Moral anger is often a consequence of whistle-blowing in organizations. The common cases tend to feature the individuals occupying the top leadership positions and misusing the authority that is expected to be concentrated on the pursuit of the organizational objectives, but is misused. The knowledge of the ill-informed decisions is often disclosed by the employees of a lower hierarchical ranking with the effect that the affected superiors can strive to retaliate. The revenge often takes the form of denying the whistle-blowers all the benefits to which they are entitled in light of the ensued anger. As such, there is the likelihood that the average day-to-day performance rate would not be maintained. The practical implication of the described situation is that the objectives that were set at the time of business planning for an establishment are not achieved.
Anger is associated with adverse consequences, as at the workplace it may result in an unfair treatment of some members of an organization. In the establishments where the vital tasks are performed through delegation, dissatisfaction on the part of the workforce owing to the perception that the duties assigned are not suitable is inevitable (Lindebaum & Geddes, 2015). The continued demonstration of discontentment may make the affected employees vulnerable to perpetual punishment by the superiors responsible for the assignment of duties. The punitive measures, in this case, would play the role of reward for the poorly performed duties and would be assigned based on the loyalty shown by the workers.
Even though the cases of anger in an organization may not lead to violence, the motivation of the employees always vanishes. They. have neither personal intent nor a drive to achievement that would result in actual engagement of these people to working towards attaining the set goals. There may be hostility in dealing with colleagues and general withholding of information that can lead to discontinuance of an establishment’s progression. The perception of the ongoing injustice within organizational ranks would be a result of destabilizing the foundations of an organization’s success (Lindebaum & Geddes, 2015). The enterprise would no longer be valuable and struggle to attract competent staff. The competition with the rivals operating in the same line of business would be lost. As a result, the market share that was initially robust would be diminished and the favorable competitive edge would be wasted. All the primary aims would thus stagnate.
Different Actions: Remedy
The ideal approach to containing the adverse effects of anger on organizational performance would be the establishment of clear protocols to be considered in decision-making. A special benchmark should be set to be used in deciding on the methods of overseeing the completion of tasks within an organization. As such, a particular guide should be used to ensure that the employees’ personal emotions do not undermine the taken course of action. There should be the encouragement of embracing differences in opinions and perceiving them as a means of bettering an organization’s performance (Azeem et al., 2015). Individuals occupying the superior positions should be open to positive criticism from their subordinates. In such case, the highlighted shortfalls can be used to redesign the objectives making them viable.
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Special frameworks should be put in place to conceal the identities of whistle-blowers. An oversight of the authority usage could be established to supervise the critical operations and create the strategies of handling classified information about the misuse of power, which can potentially appear. These measures would guarantee the protection of the informants so that they do not become the targets of retaliation to punish them for divulging information (Azeem et al., 2015). The delegation of duties in an organizational setup needs to be designed in a way to make it rotational. The approach is significant as it makes all the employees equally entitled to serve in all capacities within their clearance. There would be vast experience gained across the board and the tendency to delegate duties with the intent to award loyalty would be eradicated. Actions taken due to personal grudges caused by anger would be mitigated.
Conclusively, anger has adverse effects on organizational performance. Individual achievement is derailed as a result of the denied opportunities. There should be an emphasis placed on professionalism so that the emerging differences do not hinder success.