Lesson27Exercise - Lesson-27 Exercise Organizational...

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Lesson:-27 Exercise Organizational behavior – discussion – Business is about people; customers are people, suppliers are people, managers are people, and the employees are people. Whenever we bring people together into an organization or team, the group will develop its own personality representing a conglomeration of all members of the group, but strongly influenced by the dominant person or people. We have the potential for turbulence when we bring people together in groups. Groups of people have the potential for many problems and for much greatness. The effective management of people in groups requires that we know how to enhance the good behaviors while also removing the impediments to peak performance. The challenge can be to know the difference between which behaviors are really good and which are actually harmful. Managers make gallant attempts to do the right thing, but are at a disadvantage because they maintain relationships with the group they monitor or regulate. Friendships and rivalries occur within groups, which make it difficult to maintain an unbiased perspective. It is difficult to accurately diagnose problems within our own organization while being influenced by the interpersonal relationships. Managers often cannot see the root causes of problems within their own organization and this can have a significant effect on the decision making process. The best solution is to utilize the services of an independent outsider who is not part of the internal politics of the organization. Conflict is a natural occurrence within most organizations. Talented people tend to have strong personalities and are comfortable being in a dominant role that raises the conflict level within the group or team. There are many conflict resolution strategies available to the manager, but the wrong strategy is often selected and the conflict is simply suppressed instead of being addressed. This leads to problems: Attempting to manage to reduce turbulence caused by conflict usually leads to groupthink, which is very dangerous. The wrong strategy allows the conflict to remain, but the turbulence is suppressed in a manner that it returns with a different look and feel; and with a new set of problems. When managers seek to manage down the path of least resistance, it often causes trouble. We recently reviewed a decision to purchase a large piece of equipment. The company’s vendor, who maintained a close relationship with the general manager, wanted to install equipment from the former market leader with a reputation for quality, but whose products were so out of date that it was no longer economical in the current energy environment. The company engineering manager wanted to install a similar component from the new market leader that is known for innovative products that perform very well and economical. The impasse stalled the project for several months as both parties felt they were acting in the best interest of
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This note was uploaded on 05/20/2010 for the course BUSINESS Organizati taught by Professor N/a during the Spring '10 term at Open Uni..

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Lesson27Exercise - Lesson-27 Exercise Organizational...

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