Develop a list of “organizational puzzles,” that is, behaviour you have observed in organizations that seemed to make little sense. As the term progresses, see if you can begin to explain these puzzles, using your knowledge of OB.
The Correct Answer and Explanation is :
Organizational Puzzles in Behavior:
- Employees resisting change despite clear benefits:
It is a common occurrence in organizations where employees resist changes even when the new processes, technologies, or systems clearly promise improvements. This could be perplexing, as it seems logical to accept positive change. - Overworking employees without clear reward or recognition:
Employees often put in long hours or take on excessive work without clear acknowledgment or reward. This behavior is puzzling, as one might expect that hard work would lead to promotions, raises, or public recognition. - Lack of collaboration between departments:
Even though different departments within an organization have common goals and are interdependent, there are often silos and limited collaboration. This lack of communication and cooperation can hinder the overall success of the organization. - The tendency to avoid delegation:
Managers often struggle with delegation, taking on too much responsibility themselves even when they have team members capable of helping. This can lead to inefficiency, burnout, and resentment among the team. - Favoritism in performance reviews:
It’s common for organizations to exhibit biases in performance appraisals, where some employees are favored regardless of their actual work. This can create morale issues and diminish the sense of fairness within the organization.
Explanation:
- Resistance to Change:
According to Kurt Lewin’s Change Model, resistance occurs due to uncertainty and fear of loss. Change can disrupt comfort zones, and individuals may worry about their position or skills. The status quo bias also plays a role, where individuals prefer things to stay as they are, even if the change is objectively beneficial. - Overworking Without Recognition:
Motivation theories like Herzberg’s Two-Factor Theory explain this as a result of hygiene factors (like working conditions) being inadequate. Employees may not be motivated by long hours alone if their contributions aren’t recognized or rewarded. A lack of organizational culture of appreciation can also lead to disengagement. - Lack of Collaboration:
Groupthink and intergroup conflict are psychological phenomena that explain why departments might not work together. People are often more loyal to their team or division than to the organization as a whole, leading to ineffective communication and collaboration. - Avoidance of Delegation:
Managers may fear losing control or may believe that they can do tasks better themselves. This behavior can be attributed to a lack of trust in team members, as well as self-efficacy issues, where managers feel responsible for everything. - Favoritism in Reviews:
Bias in evaluations can arise from in-group favoritism and halo effects, where personal relationships or past positive behaviors unfairly influence a manager’s review. This can undermine morale and trust in leadership, leading to lower overall engagement.
These behaviors can be understood better through the lens of organizational behavior (OB), particularly through theories of motivation, decision-making, and group dynamics.