Uncovering Hidden Organizational Problems

Gibson, Ivancevich and Donnelly in Organizations: Behavior, Structure, Processes suggest how the most basic measure of effectiveness involves person effectiveness. If a critical amount of employees are ineffective, it is unlikely how the business is also either effective or successful (Gibson, Ivancevich, Donnelly, 24).

Companies have an obligation to address this hidden problem. This may perhaps require the HR department to create far more comprehensive performance review tools for use by managers and supervisors. It can be as easy as forcing managers to rank their subordinates from strongest to weakest to reinforce the notion that employees are not each productive. Once managers realize you will find performance differences between employees, it becomes possible for them to address performance shortfalls. By addressing these shortfalls, supervisors are forced to confront a single in the much less obvious issues in quite a few firms that's that unless corporations recognize and reward their greatest performers, those are most likely to leave. The objective becomes to spot the difficulty and consume the necessary steps to direct every employee toward additional highly effective work performance.

Gibson, Ivancevich and Donnelly write that part on the method of eliciting the desired behavior from employees involves disciplining employees for inappropriate behavior or unsatisfactory work performance. Punishment can variety in severity. Choices obtainable to supervisors usually include verbal warnings, written warnings, final warnings, suspension or termination. A single hidden and serious difficulty involves the simple fact that some supervisors overreact to performance or behavior problems, and others fail to react appropriately by under-reacting. A important amount of supervisors have an aversion to confrontation, and try to ignore inappropriate behavior and/or substandard performance. Thus, all visible causes suggest that you will find no personnel related difficulties as soon as in reality you will find serious difficulties that are getting deliberately ignored in an attempt to avoid confrontation (Gibson, Ivancevich, Donnelly, 252).

Gibson, Ivancevich, and Donnelly explain that norms are the standards of behavior shared by members of the group, a department, or even an entire company. 1 in the hidden difficulties in some businesses will be the simple fact that the norms of behavior shared by its employees are inappropriate. Look at a scenario wherever the jobs environment is hostile to women or minorities. Management lends its tacit support to this sort of discrimination by turning a blind eye towards the behavior until and unless an individual files a grievance or initiates a lawsuit. The outward signs of this type of dysfunctional company do not suggest any serious problems.

 

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