This document analyzes the role of subversive humor in the workplace. It discusses three main functions of subversive humor: challenging power relations, emphasizing group distinctions, and re-defining reality. It also outlines the positive and negative implications for organizations. Positively, subversive humor can help organizations discover issues and potential solutions. However, if organizations ignore the critique from subversive humor, it can lead employees to develop counter-cultures that conflict with corporate values and negatively impact work behavior. The document concludes that organizations should foster trusting environments and address underlying issues raised by subversive humor.
The document discusses bureaucracy and organizational structure. It defines Weber's model of bureaucracy, outlining its key characteristics like division of labor, authority hierarchies, and impersonal rules. The document also notes both advantages, like efficiency, and disadvantages, like goal displacement and employee alienation. It considers arguments that bureaucracy is becoming obsolete due to changes, but also reasons it remains prevalent, like its ability to control large organizations.
This document summarizes organizational feuds and how they are maintained. It defines organizational feuds as intense conflicts between groups within an organization that persist over long periods of time, even as individuals leave. Feuds damage organizations by wasting resources and time, and increasing turnover. They are maintained through strange loops where each side's actions provoke responses from the other in escalating conflicts. Key factors that allow feuds to persist include clearly defined opposing groups, a steady supply of new participants, a balance of power between the groups, resistance to intervention attempts, and one-sided belief systems held by each faction. The document outlines different types of feuds and options for individuals living within an organization experiencing a feud.
This chapter discusses organizational structure and change. It defines organizational design and structure, and explains common structural forms like functional, multidivisional, and matrix structures. Structure is influenced by factors like strategy, environment, size, and technology. The chapter also examines structural inertia and how structures can adapt to change processes. Key models of organizational structure are presented, as well as theories around structuration, actor networks, and institutional influences on structure.
Power relationships exist in workplaces based on employee positions and levels within an organization. This is evident in two conversations analyzed between employees at a movie theater. In the first conversation between two attendants of similar age, there is an informal and friendly relationship with social closeness and humor. In the second conversation between an attendant and older manager, there is social distance, respect, and minimal humor due to their different roles and ages. While small talk is used in both, the manager controls its use to emphasize or de-emphasize power dynamics based on the relationship. Age plays an important role in shaping these workplace interactions and power relationships.
This document discusses organizational conflict and techniques for managing it. It defines conflict and contrasts traditional and interactionist views. The main sources of organizational conflict are mutual task dependence, one-way task dependence, horizontal differentiation, low formalization, dependence on scarce resources, different evaluation criteria, participative decision making, heterogeneity, status incongruence, role dissatisfaction, and communication distortion. Techniques for resolving conflicts include domination, compromise, integration, avoidance, acceptance, establishing superordinate goals, reducing interdependence, expanding resources, and mutual problem solving. The interactionist view sees some conflict as potentially beneficial in stimulating change, while excessive conflict can hinder effectiveness.
Paper titled- Reservation policy and its impact on alienation and WFC, An emp...Suparna Jain
This study examines the impact of India's reservation policy on alienation and work-family conflict among male and female managers in public sector organizations. It assesses levels of work alienation and work-family conflict for employees from general and reserved categories using standardized questionnaires and interviews. The study hypothesizes there will be significant differences in experienced work alienation and its dimensions (powerlessness, meaninglessness, normlessness, instrumental work orientation, self-evaluative involvement) between the four employee groups based on gender and reservation status.
This document defines conflict and describes the different types and levels of conflict that can occur within organizations. It discusses intrapersonal, interpersonal, intragroup, intergroup, and intra-organizational conflict. For each level of conflict, examples and causes are provided. The document also outlines strategies for managing and resolving conflict, including preventing conflict, resolving behavioral conflict through ignoring, smoothing, compromising, forcing, or problem solving, and creating trust to reduce negative conflict.
This document discusses approaches to managing interpersonal and structural conflict. It begins by defining interpersonal conflict as occurring between individuals or groups due to personality differences, perceptions, resources, or clashing values/interests. Five types of interpersonal conflict are described: pseudo, policy, value, and ego conflicts. Approaches to managing interpersonal conflict include withdrawal, accommodation, competition, compromise, and collaboration. Structural conflict is defined as arising from external forces like limited resources, distance, or organizational changes. Approaches to managing structural conflict involve emphasizing shared goals, improving communication, reducing interdependence and differentiation, increasing resources, and clarifying rules/procedures. The document concludes with a quote about taking responsibility for one's own reality
The document discusses bureaucracy and organizational structure. It defines Weber's model of bureaucracy, outlining its key characteristics like division of labor, authority hierarchies, and impersonal rules. The document also notes both advantages, like efficiency, and disadvantages, like goal displacement and employee alienation. It considers arguments that bureaucracy is becoming obsolete due to changes, but also reasons it remains prevalent, like its ability to control large organizations.
This document summarizes organizational feuds and how they are maintained. It defines organizational feuds as intense conflicts between groups within an organization that persist over long periods of time, even as individuals leave. Feuds damage organizations by wasting resources and time, and increasing turnover. They are maintained through strange loops where each side's actions provoke responses from the other in escalating conflicts. Key factors that allow feuds to persist include clearly defined opposing groups, a steady supply of new participants, a balance of power between the groups, resistance to intervention attempts, and one-sided belief systems held by each faction. The document outlines different types of feuds and options for individuals living within an organization experiencing a feud.
This chapter discusses organizational structure and change. It defines organizational design and structure, and explains common structural forms like functional, multidivisional, and matrix structures. Structure is influenced by factors like strategy, environment, size, and technology. The chapter also examines structural inertia and how structures can adapt to change processes. Key models of organizational structure are presented, as well as theories around structuration, actor networks, and institutional influences on structure.
Power relationships exist in workplaces based on employee positions and levels within an organization. This is evident in two conversations analyzed between employees at a movie theater. In the first conversation between two attendants of similar age, there is an informal and friendly relationship with social closeness and humor. In the second conversation between an attendant and older manager, there is social distance, respect, and minimal humor due to their different roles and ages. While small talk is used in both, the manager controls its use to emphasize or de-emphasize power dynamics based on the relationship. Age plays an important role in shaping these workplace interactions and power relationships.
This document discusses organizational conflict and techniques for managing it. It defines conflict and contrasts traditional and interactionist views. The main sources of organizational conflict are mutual task dependence, one-way task dependence, horizontal differentiation, low formalization, dependence on scarce resources, different evaluation criteria, participative decision making, heterogeneity, status incongruence, role dissatisfaction, and communication distortion. Techniques for resolving conflicts include domination, compromise, integration, avoidance, acceptance, establishing superordinate goals, reducing interdependence, expanding resources, and mutual problem solving. The interactionist view sees some conflict as potentially beneficial in stimulating change, while excessive conflict can hinder effectiveness.
Paper titled- Reservation policy and its impact on alienation and WFC, An emp...Suparna Jain
This study examines the impact of India's reservation policy on alienation and work-family conflict among male and female managers in public sector organizations. It assesses levels of work alienation and work-family conflict for employees from general and reserved categories using standardized questionnaires and interviews. The study hypothesizes there will be significant differences in experienced work alienation and its dimensions (powerlessness, meaninglessness, normlessness, instrumental work orientation, self-evaluative involvement) between the four employee groups based on gender and reservation status.
This document defines conflict and describes the different types and levels of conflict that can occur within organizations. It discusses intrapersonal, interpersonal, intragroup, intergroup, and intra-organizational conflict. For each level of conflict, examples and causes are provided. The document also outlines strategies for managing and resolving conflict, including preventing conflict, resolving behavioral conflict through ignoring, smoothing, compromising, forcing, or problem solving, and creating trust to reduce negative conflict.
This document discusses approaches to managing interpersonal and structural conflict. It begins by defining interpersonal conflict as occurring between individuals or groups due to personality differences, perceptions, resources, or clashing values/interests. Five types of interpersonal conflict are described: pseudo, policy, value, and ego conflicts. Approaches to managing interpersonal conflict include withdrawal, accommodation, competition, compromise, and collaboration. Structural conflict is defined as arising from external forces like limited resources, distance, or organizational changes. Approaches to managing structural conflict involve emphasizing shared goals, improving communication, reducing interdependence and differentiation, increasing resources, and clarifying rules/procedures. The document concludes with a quote about taking responsibility for one's own reality
Organizational Conflict and Conflict ManagementAtif Chaudhry
This document summarizes a literature review on organizational conflict and conflict management. It defines organizational conflict and discusses whether conflict is healthy or unhealthy for organizations. It identifies three main dimensions of conflict: task conflict, relationship conflict, and procedural conflict. Relationship conflict tends to be the most damaging as it involves negative emotions. The literature review also discusses four key components of intragroup conflict: negative emotionality, importance, acceptability, and resolution potential. Negative emotionality can hamper rational thinking and make conflict more difficult to resolve. The review provides an overview of the current research on different types of organizational conflict and factors that influence conflict.
This document reviews the empirical evidence on the effectiveness of three commonly used experiential learning methods: business games, role-playing exercises, and T-groups. It finds that while these methods are widely used, the research does not support many of the claims about their effectiveness. Specifically, for business games, the review finds no empirical evidence that they effectively teach decision-making, planning, recognition of business interrelations, motivation, knowledge/techniques, interpersonal skills, or organizing ability, as is often claimed. For role-playing exercises, the few studies reviewed found little impact on criterion improvements or attitude change. More research is needed to adequately evaluate the effectiveness of these experiential learning methods.
Managerial Competencies, Corporate Values and Integrity- A Meta-Analysis of L...Alexander Gray
This document provides a summary and analysis of literature on managerial competencies, corporate values, and integrity. It discusses differing definitions of management, including Mintzberg's view that management involves balancing art, science, and craft through experience over time. The document also examines the relationship between managers and leaders, with Mintzberg arguing the distinction is conceptual only. Finally, it analyzes the potential changes modern capitalism and social entrepreneurship may bring, including adopting a "shared value" approach where companies make longer-term decisions that benefit both business and society.
The document discusses how organization size affects structure. It defines size as total employee number and notes size is closely associated with structure. Research like the Aston Group studies concluded increased size is associated with greater specialization and formalization. Size increases complexity but the impact decreases at higher levels. Most studies found size positively correlates to increased formalization. The effect of size on centralization is mixed, with some evidence larger organizations decentralize decision making. The administrative component debate discusses how the ratio of administrators to workers changes with size. Issues small businesses managers care most and least about regarding organization theory are also reviewed.
The document discusses organizational decline and identity. It proposes a 5R model for organizational turnaround during decline. The model involves five social processes related to organizational identity: retiring attributes adverse to recovery; reclaiming forgotten attributes vital to recovery; reaffirming active attributes vital for recovery; regenerating atrophied but important attributes; and reimagining the identity for new opportunities. These processes help align organizational identity with what is needed for success during decline.
This document discusses the appropriate and inappropriate uses of humor in the consulting industry. It outlines the benefits of positive humor such as increased team cohesion, creativity, and stress reduction. However, it also details the risks like decreased credibility, increased distractions, offense, and legal issues if humor crosses into harassment. The document provides tips for using humor appropriately, such as keeping it positive and not referencing protected classes. It advises being cautious of offending clients and that if there is any doubt, it is best not to use the humor.
Doğuş Üniversitesi Dergisi, 16 (1) 2015, 109-120 ROLE OF.docxelinoraudley582231
Doğuş Üniversitesi Dergisi, 16 (1) 2015, 109-120
ROLE OF MANAGERS IN SOLVING CONFLICTS IN THE
ORGANIZATIONS
ÖRGÜTLERDE ÇATIŞMANIN ÇÖZÜMLENMESİNDE YÖNETİCİNİN ROLÜ
Pelin ŞAHİN YARBAĞ
Beykent Üniversitesi, İİBF, Girişimcilik Bölümü
[email protected]
ABSTRACT: Conflict means a clash of opinions in the simplest term. It is clear that
clash of opinions will be everywhere if human is there and this will cause conflicts.
In that case, it is possible and should be expected there will be conflicts in the
organizations in which many different people work together, have different cultures
and world views, with different education and equipments, different expectations
and purposes. Firstly, this study defines conflict and conflict in the organization. It
tries to emphasize the importance of the issue of conflict in the organization by
focusing on reasons, sources, types and phases of the conflicts. The cause-effect
relations are examined and suggestions for both managers and academicians are
provided.
Keywords: Conflict; Conflict in Organizationl Solving the Problems; Role of
Managers in Solving Problems
JEL Classifications: M10, M120, M140
ÖZET: Çatışma, en basit tanımı ile fikir ayrılığı demektir. İnsanın olduğu her yerde
fikir ayrılıklarının yaşanabileceği, bunun da çatışmalara sebep olacağı aşikârdır. O
halde birçok insanın bir arada çalıştığı, farklı kültür ve dünya görüşlerinin olduğu,
farklı eğitim ve donanımlara sahip, farklı beklentiler ve amaçlar içerisinde
bulundukları örgütlerde çatışmaların olması olağandır ve beklenmelidir. Bu
çalışmanın başlangıcında çatışma ve örgütte çatışmanın tanımı yapılmaktadır.
Çatışmaların sebepleri, kaynakları, türleri, evreleri üzerinde durarak örgütte
çatışma konusunun önemi vurgulanmaya çalışılmaktadır. Örgütte çatışmanın fayda
ve sakıncalarına değinilerek yöneticinin tercih yapmasını kolaylaştırmaya
çalışılmaktadır. Çalışma boyunca sebep sonuç ilişkilerine değinilmiş, yönetici ve
akademisyenler için öneriler getirilmiştir.
Anahtar Kelimeler: Çatışma; Örgütte Çatışma; Çatışmaların Çözümlenmesi;
Çatışmanın Çözümünde Yöneticinin Rolü
1. Introduction
In our daily life, the conversion of our different thought into conflicts is
unavoidable. When these conflicts are experienced by the people working for an
organization to perform an organizational aim and who are the basic elements of this
aim, itp is called the conflict in the organization. The aim of this work is to evaluate
the conflict in the organization in detail. The conflict in an organization will be
defined by making explanation about them. By explaining the types of the conflicts,
we will try to figure out who may live conflict. We will press the subject of having a
background about the importance of the event for the administrator who has an aim
to solve the problem by distracting attention. We will examine the conflict in such a
way that we will see not only its advantage of it but als.
1.Compare and contrast the overarching ideas of natural syst.docxdurantheseldine
1.
Compare and contrast the overarching ideas of natural systems theory and open systems theory.
Natural systems theory indicates that organizational members are members due to their commitment to attaining organizational goals. That is because there is a variation between the ‘real’ and stated objectives the organization pursues (between the operational objectives being observed and the professed objectives that are announced) (Tompkins, 2004). The difference indicates that the real agreed-upon objective is a multifaceted series of objectives with varying meanings at different organizational levels. However, unlike the natural systems theory, the open systems theory indicates the impact of the environment on the business (Tompkins, 2004). Since all systems as shown in this
assignment help
are regarded as a blend of parts where its connection makes them co-dependent, there are several ways the environment is involved in the relationship. Firstly, the system transforms into organic or open system while process or walls do not restrain the organizational structure within the business. Secondly, the organization is infiltrated, supported, and shaped by the environment surrounding the business.
2.
Identify and explain the “zones of indifference” as explained by Chester Barnard.
Chester Barnard’s influential work focuses on compliance impulses in people and their inclination to contribute to the business instead of just responding to formal authority. Thus, the zone of indifference, according to Barnard, is a range or zone of activities that the manager gives that the worker is inclined to follow without judgment or reservation (Tompkins, 2004). An employee has certain expectations of his or her employer and there are certain contributions the worker is willing to provide to the boss. These contributions comprise quantity of applied talent and intensity of loyalty and skills. Activities beyond the zone of indifference need extra will or inducements before being conducted. A career growth and job security are examples of inducements.. However, Barnard is concerned that organizations can manipulate the zone of indifference by providing inducements that exceed sacrifices and burdens (Tompkins, 2004). Nonetheless, when the balance between burdens and inducements is negative, employees will behave in unreliable ways, malinger, or resign. To this end, that is why management that is coerced fails. See profsonly.com for a detailed explanation.
3.
What is structural-functional theory?
The goal of structural-functional theory is to address the structure based on their roles as it views society as a structure (the varying types of institutions, the roles that institutions play, and how they are vocalized). When he noticed the similarities between the human body and society, Herbert Spencer, an English philosopher and scientist, became the forerunner of structural-functional theory (Tompkins, 2004). It may be argued that many social groups collab.
This document discusses different types and levels of conflict that can occur within organizations, including intrapersonal, interpersonal, intragroup, intergroup, and intra-organizational conflict. It also outlines strategies for managing conflict, such as preventing conflict through clear goals, rewards, trust, and coordination, and resolving behavioral conflict through ignoring it, smoothing over it, compromising, forcing a solution, or problem solving. The key to reducing negative conflict is building trust between individuals and groups within an organization.
This document discusses organizational conflict and types of conflict. It defines conflict and outlines sources and types of conflict including individual, group, organizational, intra-individual, and inter-individual conflict. The document also discusses functional and dysfunctional conflict, explaining how functional conflict can benefit an organization while dysfunctional conflict is disadvantageous. Finally, the effects of conflict, both positive and negative, are described along with procedures for resolving conflict such as diagnosis, conflict handling modes, and mutual problem solving.
This document discusses organizational conflict and types of conflict. It defines conflict and outlines sources and types of conflict including individual, group, organizational, intra-individual, and inter-individual conflict. The document also discusses functional and dysfunctional conflict, explaining how functional conflict can benefit an organization while dysfunctional conflict is disadvantageous. Finally, the effects of conflict, both positive and negative, are described along with procedures for resolving conflict such as diagnosis, conflict handling modes, and mutual problem solving.
This document discusses conflict at different levels within organizations. It defines conflict as any incompatible goals, thoughts, or emotions between individuals or groups. There are three types of conflict: goal, cognitive, and affective. Conflict exists at the intrapersonal, interpersonal, intragroup, intergroup, and intra-organizational levels. At each level, different reasons for and types of conflict are described. The document also discusses strategies for managing and resolving conflict, including preventing conflict through clear goals and communication, and resolving behavioral conflict through strategies like ignoring, smoothing, compromising, forcing, or problem solving.
Managing team and organizational conflictMasum Hussain
This document provides an overview of organizational conflict and ways to manage it. It begins with an introduction discussing different views of conflict - the traditional view that sees it as negative, and more modern views that see proper management as key. It then discusses sources and causes of conflict within organizations, including structural issues, role conflicts, and personal disputes. The document outlines costs of conflict for both organizations and employees, including lost time and productivity. It proposes several conflict resolution strategies for managers, such as conflict management styles, structural changes, and open communication. The summary aims to provide a concise yet comprehensive overview of the main topics and arguments covered in the document.
Respond to the below discussion questionsDo the following w.docxcarlstromcurtis
Respond to the below discussion questions:
Do the following when responding:
Read the discussions.
Provide substantive comments by
- contributing new, relevant information from course readings, Web sites, or other sources;
- building on the remarks or questions of others; or
sharing practical examples of key concepts from your professional or personal experiences
- Respond to feedback on your posting and provide feedback to other students on their ideas.
Make sure your writing is
- clear, concise, and organized;
- demonstrates ethical scholarship in accurate representation and attribution of sources; and
- displays accurate spelling, grammar, and punctuation.
Discussion #1
How does systems thinking apply to an organization’s culture, goals, and structures?
First, one of the greatest aspects of our country is the ability to provide opportunity; one of the saddest part of our country is when that opportunity forgets its original mission, serving others. I make these arguments for this post this week because I ask my fellow peers: how does system thinking (ST) create a space that hinders and destroys its’ original goal? Well, let me first begin by examining the recent closure of over sixty-three Sam Club stores in the United States on Friday, January 12, 2018. According to CNBC, “Walmart is taking prudent steps to prepare for the next generation of retail warfare” (Thomas and Wells, 2018). However, what Walmart fails to the report is the number of employees who went to work yesterday and with no warning, lost their jobs! Whose best interest is at heart? The employee or the stakeholders?
Secondly, I would argue that organizational culture produces an organizational climate; in terms of communication, basically, how communication interactions are positively or negatively carried in a culture, they can have an incredible impact on the climate. An organizational climate can be reciprocal and can clearly influence a culture – look again, at Walmart Sam Club store closings. Thus, I posit this question: what does the leader have an ability to execute? Next, how well can they sell that vision?
According to our text, authors, Uhl-Bien, Schermerhorn, and Osborn (2014) elucidate, “one of the most accepted conclusions of scientific research to date is that there is no single best way to handle people and the situations that develop as they work together in organizations” Uhl-Bien., et.al, 2014). Thus, for the staff at Walmart the transformation process was ignored and employees (and yes, some stakeholders) were deeply affected by the lack of transparency executed by ST in a clear and evidently broken system. Sadly, socioeconomic class plays a vital role in a lot of decision making for larger corporations in terms of whom they decided to provide goods and services to consumers.
How are the stakeholders in an organization interconnected and interrelated?
Stakeholders in organization are interconnected and interrelated becaus ...
The document discusses the concepts of organizational conflict, including the different types of conflict that can occur at the individual, group, and organizational levels. It describes the sources and effects of conflict, as well as whether conflict can be functional or dysfunctional. The document also outlines various strategies for managing conflict, including stimulation, prevention, and resolution techniques.
In a large organization or in an organization having conflict within a team is a normal process. In an organisation there may be employees from different states and culture who speak different languages. This type of diversity may lead to the conflicts within a team (Torrence, 1957). Conflicts may result in positive and negative outcome which depends on the organization, team members and the team. Thus, conflicts in the organization should be managed properly so it may become beneficial for the organization as well as the team.
This document discusses organizational conflict and types of conflict. It defines conflict and describes its sources and different levels within organizations. The document outlines functional and dysfunctional conflict, explaining how functional conflict can benefit an organization through increased creativity and information sharing, while dysfunctional conflict hinders productivity and job satisfaction. Both the positive and negative effects of conflict are provided. The document concludes by describing procedures for resolving conflict, such as diagnosing the issue, using conflict handling modes like mediation, and mutual problem solving.
Organizational Conflict and Conflict ManagementAtif Chaudhry
This document summarizes a literature review on organizational conflict and conflict management. It defines organizational conflict and discusses whether conflict is healthy or unhealthy for organizations. It identifies three main dimensions of conflict: task conflict, relationship conflict, and procedural conflict. Relationship conflict tends to be the most damaging as it involves negative emotions. The literature review also discusses four key components of intragroup conflict: negative emotionality, importance, acceptability, and resolution potential. Negative emotionality can hamper rational thinking and make conflict more difficult to resolve. The review provides an overview of the current research on different types of organizational conflict and factors that influence conflict.
This document reviews the empirical evidence on the effectiveness of three commonly used experiential learning methods: business games, role-playing exercises, and T-groups. It finds that while these methods are widely used, the research does not support many of the claims about their effectiveness. Specifically, for business games, the review finds no empirical evidence that they effectively teach decision-making, planning, recognition of business interrelations, motivation, knowledge/techniques, interpersonal skills, or organizing ability, as is often claimed. For role-playing exercises, the few studies reviewed found little impact on criterion improvements or attitude change. More research is needed to adequately evaluate the effectiveness of these experiential learning methods.
Managerial Competencies, Corporate Values and Integrity- A Meta-Analysis of L...Alexander Gray
This document provides a summary and analysis of literature on managerial competencies, corporate values, and integrity. It discusses differing definitions of management, including Mintzberg's view that management involves balancing art, science, and craft through experience over time. The document also examines the relationship between managers and leaders, with Mintzberg arguing the distinction is conceptual only. Finally, it analyzes the potential changes modern capitalism and social entrepreneurship may bring, including adopting a "shared value" approach where companies make longer-term decisions that benefit both business and society.
The document discusses how organization size affects structure. It defines size as total employee number and notes size is closely associated with structure. Research like the Aston Group studies concluded increased size is associated with greater specialization and formalization. Size increases complexity but the impact decreases at higher levels. Most studies found size positively correlates to increased formalization. The effect of size on centralization is mixed, with some evidence larger organizations decentralize decision making. The administrative component debate discusses how the ratio of administrators to workers changes with size. Issues small businesses managers care most and least about regarding organization theory are also reviewed.
The document discusses organizational decline and identity. It proposes a 5R model for organizational turnaround during decline. The model involves five social processes related to organizational identity: retiring attributes adverse to recovery; reclaiming forgotten attributes vital to recovery; reaffirming active attributes vital for recovery; regenerating atrophied but important attributes; and reimagining the identity for new opportunities. These processes help align organizational identity with what is needed for success during decline.
This document discusses the appropriate and inappropriate uses of humor in the consulting industry. It outlines the benefits of positive humor such as increased team cohesion, creativity, and stress reduction. However, it also details the risks like decreased credibility, increased distractions, offense, and legal issues if humor crosses into harassment. The document provides tips for using humor appropriately, such as keeping it positive and not referencing protected classes. It advises being cautious of offending clients and that if there is any doubt, it is best not to use the humor.
Doğuş Üniversitesi Dergisi, 16 (1) 2015, 109-120 ROLE OF.docxelinoraudley582231
Doğuş Üniversitesi Dergisi, 16 (1) 2015, 109-120
ROLE OF MANAGERS IN SOLVING CONFLICTS IN THE
ORGANIZATIONS
ÖRGÜTLERDE ÇATIŞMANIN ÇÖZÜMLENMESİNDE YÖNETİCİNİN ROLÜ
Pelin ŞAHİN YARBAĞ
Beykent Üniversitesi, İİBF, Girişimcilik Bölümü
[email protected]
ABSTRACT: Conflict means a clash of opinions in the simplest term. It is clear that
clash of opinions will be everywhere if human is there and this will cause conflicts.
In that case, it is possible and should be expected there will be conflicts in the
organizations in which many different people work together, have different cultures
and world views, with different education and equipments, different expectations
and purposes. Firstly, this study defines conflict and conflict in the organization. It
tries to emphasize the importance of the issue of conflict in the organization by
focusing on reasons, sources, types and phases of the conflicts. The cause-effect
relations are examined and suggestions for both managers and academicians are
provided.
Keywords: Conflict; Conflict in Organizationl Solving the Problems; Role of
Managers in Solving Problems
JEL Classifications: M10, M120, M140
ÖZET: Çatışma, en basit tanımı ile fikir ayrılığı demektir. İnsanın olduğu her yerde
fikir ayrılıklarının yaşanabileceği, bunun da çatışmalara sebep olacağı aşikârdır. O
halde birçok insanın bir arada çalıştığı, farklı kültür ve dünya görüşlerinin olduğu,
farklı eğitim ve donanımlara sahip, farklı beklentiler ve amaçlar içerisinde
bulundukları örgütlerde çatışmaların olması olağandır ve beklenmelidir. Bu
çalışmanın başlangıcında çatışma ve örgütte çatışmanın tanımı yapılmaktadır.
Çatışmaların sebepleri, kaynakları, türleri, evreleri üzerinde durarak örgütte
çatışma konusunun önemi vurgulanmaya çalışılmaktadır. Örgütte çatışmanın fayda
ve sakıncalarına değinilerek yöneticinin tercih yapmasını kolaylaştırmaya
çalışılmaktadır. Çalışma boyunca sebep sonuç ilişkilerine değinilmiş, yönetici ve
akademisyenler için öneriler getirilmiştir.
Anahtar Kelimeler: Çatışma; Örgütte Çatışma; Çatışmaların Çözümlenmesi;
Çatışmanın Çözümünde Yöneticinin Rolü
1. Introduction
In our daily life, the conversion of our different thought into conflicts is
unavoidable. When these conflicts are experienced by the people working for an
organization to perform an organizational aim and who are the basic elements of this
aim, itp is called the conflict in the organization. The aim of this work is to evaluate
the conflict in the organization in detail. The conflict in an organization will be
defined by making explanation about them. By explaining the types of the conflicts,
we will try to figure out who may live conflict. We will press the subject of having a
background about the importance of the event for the administrator who has an aim
to solve the problem by distracting attention. We will examine the conflict in such a
way that we will see not only its advantage of it but als.
1.Compare and contrast the overarching ideas of natural syst.docxdurantheseldine
1.
Compare and contrast the overarching ideas of natural systems theory and open systems theory.
Natural systems theory indicates that organizational members are members due to their commitment to attaining organizational goals. That is because there is a variation between the ‘real’ and stated objectives the organization pursues (between the operational objectives being observed and the professed objectives that are announced) (Tompkins, 2004). The difference indicates that the real agreed-upon objective is a multifaceted series of objectives with varying meanings at different organizational levels. However, unlike the natural systems theory, the open systems theory indicates the impact of the environment on the business (Tompkins, 2004). Since all systems as shown in this
assignment help
are regarded as a blend of parts where its connection makes them co-dependent, there are several ways the environment is involved in the relationship. Firstly, the system transforms into organic or open system while process or walls do not restrain the organizational structure within the business. Secondly, the organization is infiltrated, supported, and shaped by the environment surrounding the business.
2.
Identify and explain the “zones of indifference” as explained by Chester Barnard.
Chester Barnard’s influential work focuses on compliance impulses in people and their inclination to contribute to the business instead of just responding to formal authority. Thus, the zone of indifference, according to Barnard, is a range or zone of activities that the manager gives that the worker is inclined to follow without judgment or reservation (Tompkins, 2004). An employee has certain expectations of his or her employer and there are certain contributions the worker is willing to provide to the boss. These contributions comprise quantity of applied talent and intensity of loyalty and skills. Activities beyond the zone of indifference need extra will or inducements before being conducted. A career growth and job security are examples of inducements.. However, Barnard is concerned that organizations can manipulate the zone of indifference by providing inducements that exceed sacrifices and burdens (Tompkins, 2004). Nonetheless, when the balance between burdens and inducements is negative, employees will behave in unreliable ways, malinger, or resign. To this end, that is why management that is coerced fails. See profsonly.com for a detailed explanation.
3.
What is structural-functional theory?
The goal of structural-functional theory is to address the structure based on their roles as it views society as a structure (the varying types of institutions, the roles that institutions play, and how they are vocalized). When he noticed the similarities between the human body and society, Herbert Spencer, an English philosopher and scientist, became the forerunner of structural-functional theory (Tompkins, 2004). It may be argued that many social groups collab.
This document discusses different types and levels of conflict that can occur within organizations, including intrapersonal, interpersonal, intragroup, intergroup, and intra-organizational conflict. It also outlines strategies for managing conflict, such as preventing conflict through clear goals, rewards, trust, and coordination, and resolving behavioral conflict through ignoring it, smoothing over it, compromising, forcing a solution, or problem solving. The key to reducing negative conflict is building trust between individuals and groups within an organization.
This document discusses organizational conflict and types of conflict. It defines conflict and outlines sources and types of conflict including individual, group, organizational, intra-individual, and inter-individual conflict. The document also discusses functional and dysfunctional conflict, explaining how functional conflict can benefit an organization while dysfunctional conflict is disadvantageous. Finally, the effects of conflict, both positive and negative, are described along with procedures for resolving conflict such as diagnosis, conflict handling modes, and mutual problem solving.
This document discusses organizational conflict and types of conflict. It defines conflict and outlines sources and types of conflict including individual, group, organizational, intra-individual, and inter-individual conflict. The document also discusses functional and dysfunctional conflict, explaining how functional conflict can benefit an organization while dysfunctional conflict is disadvantageous. Finally, the effects of conflict, both positive and negative, are described along with procedures for resolving conflict such as diagnosis, conflict handling modes, and mutual problem solving.
This document discusses conflict at different levels within organizations. It defines conflict as any incompatible goals, thoughts, or emotions between individuals or groups. There are three types of conflict: goal, cognitive, and affective. Conflict exists at the intrapersonal, interpersonal, intragroup, intergroup, and intra-organizational levels. At each level, different reasons for and types of conflict are described. The document also discusses strategies for managing and resolving conflict, including preventing conflict through clear goals and communication, and resolving behavioral conflict through strategies like ignoring, smoothing, compromising, forcing, or problem solving.
Managing team and organizational conflictMasum Hussain
This document provides an overview of organizational conflict and ways to manage it. It begins with an introduction discussing different views of conflict - the traditional view that sees it as negative, and more modern views that see proper management as key. It then discusses sources and causes of conflict within organizations, including structural issues, role conflicts, and personal disputes. The document outlines costs of conflict for both organizations and employees, including lost time and productivity. It proposes several conflict resolution strategies for managers, such as conflict management styles, structural changes, and open communication. The summary aims to provide a concise yet comprehensive overview of the main topics and arguments covered in the document.
Respond to the below discussion questionsDo the following w.docxcarlstromcurtis
Respond to the below discussion questions:
Do the following when responding:
Read the discussions.
Provide substantive comments by
- contributing new, relevant information from course readings, Web sites, or other sources;
- building on the remarks or questions of others; or
sharing practical examples of key concepts from your professional or personal experiences
- Respond to feedback on your posting and provide feedback to other students on their ideas.
Make sure your writing is
- clear, concise, and organized;
- demonstrates ethical scholarship in accurate representation and attribution of sources; and
- displays accurate spelling, grammar, and punctuation.
Discussion #1
How does systems thinking apply to an organization’s culture, goals, and structures?
First, one of the greatest aspects of our country is the ability to provide opportunity; one of the saddest part of our country is when that opportunity forgets its original mission, serving others. I make these arguments for this post this week because I ask my fellow peers: how does system thinking (ST) create a space that hinders and destroys its’ original goal? Well, let me first begin by examining the recent closure of over sixty-three Sam Club stores in the United States on Friday, January 12, 2018. According to CNBC, “Walmart is taking prudent steps to prepare for the next generation of retail warfare” (Thomas and Wells, 2018). However, what Walmart fails to the report is the number of employees who went to work yesterday and with no warning, lost their jobs! Whose best interest is at heart? The employee or the stakeholders?
Secondly, I would argue that organizational culture produces an organizational climate; in terms of communication, basically, how communication interactions are positively or negatively carried in a culture, they can have an incredible impact on the climate. An organizational climate can be reciprocal and can clearly influence a culture – look again, at Walmart Sam Club store closings. Thus, I posit this question: what does the leader have an ability to execute? Next, how well can they sell that vision?
According to our text, authors, Uhl-Bien, Schermerhorn, and Osborn (2014) elucidate, “one of the most accepted conclusions of scientific research to date is that there is no single best way to handle people and the situations that develop as they work together in organizations” Uhl-Bien., et.al, 2014). Thus, for the staff at Walmart the transformation process was ignored and employees (and yes, some stakeholders) were deeply affected by the lack of transparency executed by ST in a clear and evidently broken system. Sadly, socioeconomic class plays a vital role in a lot of decision making for larger corporations in terms of whom they decided to provide goods and services to consumers.
How are the stakeholders in an organization interconnected and interrelated?
Stakeholders in organization are interconnected and interrelated becaus ...
The document discusses the concepts of organizational conflict, including the different types of conflict that can occur at the individual, group, and organizational levels. It describes the sources and effects of conflict, as well as whether conflict can be functional or dysfunctional. The document also outlines various strategies for managing conflict, including stimulation, prevention, and resolution techniques.
In a large organization or in an organization having conflict within a team is a normal process. In an organisation there may be employees from different states and culture who speak different languages. This type of diversity may lead to the conflicts within a team (Torrence, 1957). Conflicts may result in positive and negative outcome which depends on the organization, team members and the team. Thus, conflicts in the organization should be managed properly so it may become beneficial for the organization as well as the team.
This document discusses organizational conflict and types of conflict. It defines conflict and describes its sources and different levels within organizations. The document outlines functional and dysfunctional conflict, explaining how functional conflict can benefit an organization through increased creativity and information sharing, while dysfunctional conflict hinders productivity and job satisfaction. Both the positive and negative effects of conflict are provided. The document concludes by describing procedures for resolving conflict, such as diagnosing the issue, using conflict handling modes like mediation, and mutual problem solving.
Offer two additional considerations in capital budgeting decisions.docxhopeaustin33688
Offer two additional considerations in capital budgeting decisions. One consideration must be quantitative (numeric). The other must be qualitative (non-numeric). Write a script to describe capital budgeting considerations that you think are important for managers to consider. Your script should be 200 to 250 words.
ORGANIZATIONAL COMMUNICATION.
Name:
Professor:
Date of submission:
Assignment:
Outer mass correspondence of an association depends on the premise that the association is the hotspot for messages administered outside the association, Searles, B., & Last, M. (1979). Particular gatherings inside capacity as the medium of correspondence and regularly fall under the departmental headings of publicizing, advertising, campaigning, or issues administration.
Despite the fact that authoritative correspondence is naturally concerned with the exercises of inner correspondence, our bunch's association Bed, B., &beyond, (1988) outlines obviously a hefty portion of the outer interactional ideas recognized in the investigation of hierarchical correspondence. In looking at Bed, B.,& Beyond's, (1988), sources, purposes, groups of onlookers and channels of correspondence used we can recognize how such a monstrous retailer can viably thrive and adjust to the national economy through the use of generally executed outer correspondence. The way of hierarchical re-ification makes recognizing an acceptable wellspring of outside correspondence troublesome.
Hierarchical Communication is likely the most essential sort of interpersonal correspondence an individual need to perform in his or her grown-up life. Speaking with others in the work environment is a process that can't be taken a gander at as a little one, yet as an extremely perplexing and of most extreme noteworthiness to an individual's life overall.
We all know correspondence is a key variable in everybody's life, and imparting in the work spot is simply a bigger key for social expectance and commonality. Everybody speaks with one another in all distinctive parts of society.
This is the most critical part of the nature's turf. What's more the best way to adjust to your surroundings and have the capacity to take an interest in regular work life is to speak with others.
Authoritative Communication is hence fundamentally split up into two sections; The Socialization methodology of conveying, and the later correspondence between collaborators in regular circumstances. Above all else we will take a gander at the more intricate and huge methodology of correspondence socialization. Humanist J. Van Maanen's (1989) meaning of authoritative correspondence is "the methodology by which an individual takes in the qualities and standards and obliged practices which allow him or her to partake as a part of the association" as such, its taking in the ropes of the occupation. Any expertise you may require, as well as how associates impart, and understanding the vitality of the association.
Mathematical modeling to monitor workplace humor style and subordinate worked...Triple A Research Journal
ABSTRACT
The study monitors the effect on workplace humour style and
subordinate work attitude in telecommunication companies. The
output of staff in these organization were observed to reflect on their
subordinate work attitudes, job satisfaction and job involvement in
these companies, the study experience the positivity from these
dimensions as a function of workplace humour style in various
period at different conditions, linear trend were observed from the
predictive values, but there were variations despites the linear trend
displayed from these parameters through graphical representations.
These conditions implies that the input of subordinate work attitudes
determine the output of job satisfaction and staff efficiency
involvement, these dimensions determine the output of efficiency or
growth rate of these companies productivity, these parameters
generated the system that produced the predictive model, and
subjecting these parameters to model validation developed a
favorable fits, the study expressed the rate which these
organizational behaviour determined the efficiency of staff thus
generate positive or negative productivity, the study is however
imperative because the evaluation of these dimensions as a function
of workplace humour style has been monitored, these conceptual
framework has express their various function of influence in
different dimensions.
Keywords: Mathematical modeling, humour style, subordinate
We live inside our frame of experiences. These experiences arise from the combination of content and emotions that create emotional states that color our decisions. Redefining the experience keeps the group (team/organization) in a state of movement and creativity. If the system is too tight, the risk is a
stereotyped or compulsive response. If the system is very
relaxed, the risk is the lack of appropriate responses. The
consequence of indifference is the ineffectiveness.
The document discusses several topics related to organizational behavior. It begins by defining organizational behavior as understanding, predicting, and managing human behavior within an organization. It then discusses the importance of organizational behavior for maintaining healthy interpersonal relationships and effective communication in a workplace.
The document also discusses three types of transactional analysis - complementary transactions where messages are understood as intended, crossed transactions where responses do not match expectations, and ulterior transactions where hidden meanings are present.
It explains that establishing well-defined roles and responsibilities for team members can increase productivity, promote success, and boost morale. The responsibilities of team members include completing tasks, participating in meetings, representing the company professionally, and assisting leaders.
The document concludes by noting
This document discusses managing workplace pessimism. It outlines various causes of pessimism including lack of competence, community, control, and clear communication. There are different types of pessimists such as locomotive, perfectionist, rumormonger, and criticizer. Managing pessimism requires addressing its causes, avoiding common pitfalls, and implementing elements like vision, incentives, skills training, action plans, and resources to facilitate positive change. Intergroup conflicts and social identities can also influence levels of pessimism in an organization.
In this Thought Leader interview, social presencing theater innovators Otto Scharmer and Arawana Hayashi describe how to develop your management skills through physical awareness.
Similar to 255229697-The-Role-of-Subversive-Humour-at-the-Workplace (20)
Business Opportunities in Advancing Sustainable Lifestyles in Greater BostonOr Schiro
The document outlines the agenda for a workshop on business opportunities in advancing sustainable lifestyles in Greater Boston. The agenda includes: welcome and introductory remarks from 9:00-9:20; short presentations on innovative initiatives from 10:05-10:30; working in subgroups from 10:30-11:45 and 12:30-12:55; and a final discussion and next steps from 12:55-13:30. The workshop goals are to raise awareness about consumption's role in climate change, bring together organizations working in specific areas like housing and food, support sustainable business models, and identify high impact areas for action in Greater Boston.
1) The global market disruption caused by China's National Sword policy has significantly reduced the value of recycled materials and increased recycling costs for municipalities.
2) Massachusetts aims to reduce disposal of municipal solid waste by 30% by 2020 and 80% by 2050 to meet its Solid Waste Master Plan goals, but still has progress to make.
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This document provides a list of principles to follow each day to achieve a good life, including waking up with the sun, drinking water with apple cider vinegar, going for a run, taking a hot-cold shower, eating a raw egg yolk, drinking an espresso, starting new ideas while keeping old ones, scheduling few things, concentrating on one task at a time, listening attentively, keeping an organized email inbox, using simple solutions, favoring quality, walking barefoot, replacing "but" with "and", limiting screen time to 5 hours, eating vegetables and legumes for lunch, getting sun exposure, taking a nap, snacking on nuts and seeds, turning off screens after 7pm, eating lightly for
This document provides an analysis of electronic monitoring in the workplace and how it relates to employee privacy and organizational trust. It discusses the benefits organizations perceive from monitoring, such as measuring performance, but also the risks it poses in interfering with privacy and reducing trust. A balanced monitoring policy that respects privacy and is supported by a culture of trust is suggested. Too much monitoring can increase stress and reduce creativity, satisfaction and commitment over time. The changing expectations of new generations also challenge traditional monitoring approaches.
This document examines agroforestry as an adaptation method for African smallholder farmers facing increased weather extremes due to climate change. It discusses how agroforestry can strengthen food system resilience by providing additional crops and income sources while improving soil and water management. However, adoption of agroforestry in sub-Saharan Africa has been low due to various barriers. Overcoming these barriers is important for smallholder farmers to adapt their food production through low-cost agroforestry methods.
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The document discusses how new entrant firms can survive and create market niches within the mobile phone manufacturing industry. It analyzes the firm's external environment using Porter's five forces model, noting high threats of substitutes and competitive rivalry due to product differentiation. The document also examines a firm's internal environment, highlighting the importance of gaining competitive advantages through resource endowments, dynamic capabilities, and networks. It proposes a model combining these external and internal factors to assess how new entrants like Fairphone B.V. achieve success in the industry.
1. The role of subversive humour at the workplace
by
Robert Orzanna
Student ID: 2902913
Submitted to the Faculty of Management
in the paper Individuals, Behaviour & Work
The University of Auckland
Auckland, New Zealand
August 2011
2. Abstract
This essay analyses three main functions of subversive humour at the workplace-
challenging power relations, emhpasising group distinctions and re-defining
reality- and outlines its implications for organisations. Research findings of
the last years will be thereby used to emphasise the overall importance of sub-
versive humour in organisations.
i
4. 1 Introduction
“Every joke is a tiny revolution”. These are the words of the British writer George
Orwell who described the subversive potential of humour in his book “An age like
this”. But does humour, the ability to laugh that is normally considered to be desir-
able and positive in social interactions, really impose a threat to human behaviour
and relationships and if so, what consequences does that evoke in an organisational
context?
This essay attempts to understand the role of subversive humour by analysing its
basic concept based on humour research, examining its three main functions in the
workplace context and finally outlining the implications for organisations.
2 Mainpart
2.1 General thoughts on humour
Humour plays an important role in our social life and interactions as it is an inherent
part of our daily verbal and non-verbal communication, aimed to raise a laugh and en-
tertain (Brown 1987). Thereby humour is not only intended to amuse but also serves
different essential functions. That way, it brings people together and increases the
group cohesion between social members, reduces stress, facilitates creative thinking
and relieves tensions (Collinson 1988). Overall humour is seen as positive, especially
in a workplace context where all the functions above are considered to be desirable.
It is therefore not surprising that increased research focuses on humour as a tool of a
managerial perspective to support the achievement of corporate objectives (Holmes
2006, Romero 2006).
2.2 The role of subversive humour
But is humour only positive or do we have to consider another side, a “dark side” of
humour (Ackroyd 1999, Schnurr 2008)? This dark side refers to a subversive potential
1
5. of humour that challenges the status quo in an amusing and socially accepted way
(Holmes 2002). Thereby mostly verbal and non-verbal expressions of teasing, irony
and satire (Taylor 2003) are used to express disagreement with a current situation.
Considering the workplace context disagreement may reach from frustration or dis-
sent with decision making and established practices to the point of questioning and
undermining power relations.
2.3 Functions
In the following, we further want to understand what makes subversive humour, es-
pecially at the workplace, so valueable and in which situations it is used to serve
a certain purpose considering three main functions. Therefore we need to take into
account that every expression of humour is situational and can only be properly in-
terpreted considering the context and the impacts it has on the involved participants.
For this the analysis is based on Duncan’s model (Duncan 1989) who groups the
participants into three types: the initiator (the teller of the joke), the butt (the indi-
vidual or subject who is made fun of) and the target (the individual and the wider
audience to whom the humorous expression is dedicated).
Subversive humour challenges power relations. One of the most important
function of humour is its ability to undermine status differences. In an organisational
context subordinates can express their critique and admonish their superior in a
safe and socially acceptable way, using ironic quips or jocular abuse to a justifiable
extent. Socially acceptable thereby means that the superior cannot react properly, i.e.
sanction the behaviour of the subordinate without losing face and being considered
as not humorous enough (Plester 2008). Thus, all he can do is to either ignore the
quip or take the chance to respond likewise humorously (Holmes 2002).
This humorous respond may be in particular relevant for those superiors called
“Benign Bureaucrats” who in fact own formal authority through their status but
are not respected by other group members or subordinates (Duncan 1989). Likewise
2
6. they can criticise without offending whilst still ensuring that the underlying meaning
is received.
Subversive humour emphasises group distinctions. What makes humour
so powerful is that it let people share a laugh together, thereby relieves tensions and
eventually fosters a sense of unity by increasing the group cohesion. However when
it comes with a subversive intention, the initiator wants to intentionally emphasise
the distance between him and the butt by creating boundaries to underline that the
critique against the butt is appropriate and has to be taken seriously (Holmes 2002).
By doing so, he eventually creates distinct groups within an organisation, consisting
of those who agree with the critique or at least can laugh about it and those who
follow the position of the butt.
Subversive humour re-defines reality. Using humorous actions, individuals
cannot only criticise and express their dissent but also re-define the status quo showing
another more desirable reality. Thus, humour functions as a powerful but polite
instrument to achieve a certain goal (Holmes 2002). A worker doing routine work
may thereby humorously outline a more diversified workplace whereas a superior
may use it to show alternatives to established practices, such as less bureaucratic
processes. It is especially for the ones with power who benefit from using humour to
re-define organisational reality as they do not risk to lose their authority in front of
their subordinates, be made responsible by other managers or endanger the stability
of the organisational system which could be the case if they explicitly vote for certain
changes within organisations (Schnurr 2008).
3 The implications for organisations
In the section above we outlined how humour is used to subvert the status quo and
point out another reality. The important question arises: Does the organisation
accept and pick up critique or eventually ignore it?
3
7. 3.1 Positive effects
Paying attention to subversive humour enables organisations to discover serious short-
comings. They may not only be related to intra-organisational difficulties but also
refer to certain problems with the outside world and affect operative business, in-
cluding customers and suppliers. Coming along with the ability for re-definition,
possible solutions are also often expressed by casual organisational members which
in the end may even effect the strategical decision-making process of an organisa-
tion. Considering this, it is desirable for organisations to have humour even in its
challenging and subversive form to recognise changed circumstances and adapt the
organisation to maintain a healthy and competitive organisational system. However,
not every organisational member has the heart to express critique at the workplace,
neither in a humorous way, fearing negative effects such as limitations of management
advancements. Nor may they be personally interested in playing the jester to voice
all corporate dissent (Plester 2008). However, it are especially organisational mem-
bers such the jester who create or are involved in most of the humorous activities in
organisations and are respected from a brought number of the membership. For or-
ganisations it is therefore essential to foster an environment that explicitly welcomes
humour at the workplace and accepts direct criticism on every level, from the casual
worker over the jester to the upper executives. But how could that be practically
achieved?
A practical implication is to create flat hierarchical structures. By reducing the
status differences, those organisational members who initially did not have the heart
then can express their dissent without fearing negative effects from formal authority.
However flat structures are limited to certain sizes of organisations and hierarchy
levels, at least the form of a management board, therefore often inevitable. Hence
essentially executives need to exemplify a ‘transformational” leadership style paying
attention to the individual, its needs and thereby let room for changes (Bass 1994).
A transformational leadership also requires a supervisor to accept critique against
4
8. him or the organisation. It may be also helpful to reduce the boundaries between
management and the subordinates, to overshadow the formal authority of execu-
tives and seem them more approachable by allowing them to self-defeate and ridicule
themselves (Romero 2006).
Another approach is supported by Srivastva (Srivastva 1988). In his work on the
integrity of executives he suggests to establish an “antiorganisation” within organisa-
tions, a place of free saying where organisational members are explicitly encouraged
to undermine the established system, make fun of its norms and practices and value
it from a safe distance.
3.2 Negative effects
Paying attention to subversive humour allows an ongoing evaluation process that can
foster an organisational culture with which most of the members can identify with
and enables the chance to react on serious shortcomings. But what if organisations
miss this chance to listen and permanently ignore the critique faced to them?
Over time organisational members may not feel perceived and start to share a
collective identity of similar values and attitudes to intentionally represent a counter-
culture within an organisation which conflict with corporate values, attitudes and
objectives. In this sense counter-cultures function as a boundary to defeat the external
threat imposed by other groups or the organisation as a whole (Sherif 1961).
Sharing values different to the corporate one’s can eventually impact the individual
work behaviour. Individuals may resign and become unmotivated, i.e. spending time
on non-work related tasks, or behave even in a destructive way and situationally harm
the organisation, i.e. resulting in problematic ways of customer treating (Taylor and
Bain 2003). Due to the collective feeling and increased risk-proclivity there may
also arise a sort of activism, using subversive humour to permanently tease overall
management and express a collective social protest (Marjolein 2007). Such activism
does not only then take advantage of the situation but may also use humour as
5
9. a tactical instrument to re-define reality in the long-term purpose of the specific
counter-culture.
Such actions clearly outline that subversive humour is always on the edge between
challenging practices and endangering an organisational system. Especially this is the
case when humorous actions are used to offend and discriminate individual members
or groups within organisations, based on ethnical and sexual humour. Such humorous
actions have the ability to destroy an organisational culture and can be considered as
one of the most destructive forms subversive humour. But even ethnical and sexual
humour does not necessarily have to be subversive. According to Mennell and LaFave
(Mennell 1976) trust is an important factor which influences whether such humour is
seen as humorous rather than offending.
Following that, organisations basically have two options. They can either con-
struct boundaries and force rules to forbid the use of discriminating humour or create
an organisation-wide feeling of trust and togetherness to modify the threat of offense.
4 Conclusion
To conclude, humour at the workplace is conducive in all its forms and for all its
members. What is named subversive humour is in fact an effective way to express
critique, giving the potential to create an alternative reality which at first does not
pose a real threat to the current status quo as long as the underlying incongruity is
going to be resolved. Thus, the subversive potential of humour cannot be avoided but
the actual subversion can, by trying to resolve the incongruity. Organisations need
to bear in mind that creating and maintaining a trustworthy environment including
certain boundaries can facilitate the use of non-offending and justifiable humorous
actions which eventually contribute to the well-being of the overall organisation.
In the words of George Orwell we can state that every joke is truly only a tiny
revolution and not every joke subverts the current reality but at least it can display
a possible image of an alternative, more desirable reality.
6
10. References
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nizational relations. (London: SAGE Publications)
Bass, Avolio (1994) Improving organizational effectiveness through transformational
leadership. (London: SAGE Publications)
Brown, Levinson (1987) Politeness: Some Universals in Language Usage. (Cambridge:
Cambridge University Press)
Collinson (1988) ‘Engineering humor: Masculinity, joking and conflict in shop-floor
relations.’ Organization Studies 9(2), 181–199
Duncan, Feisal (1989) ‘No laughing matter: Patterns of humor in the workplace.’
Organizational Dynamics pp. 18–30
Holmes, Marra (2002) ‘Over the edge? subversive humor between colleagues and
friends.’ International Journal of Humor Research 15(1), 65–87
(2006) ‘Humor and leadership style.’ Humor 19(2), 119–138
Marjolein (2007) ‘Humour and social protest: An introduction.’ International Review
of Social History 20(S15), 1–20
Mennell, LaFave (1976) ‘Does ethnic humor serve prejudice?’ Journal of Communi-
cation 26, 116–123
Plester, Orams (2008) ‘Send in the clowns: The role of the joker in three new zealand
it companies.’ International Journal of Humor Research 21(3), 253–281
Romero, Cruthirds (2006) ‘The use of humor in the workplace.’ The Academy of
Management 20(2), 58–69
Schnurr, Rowe (2008) ‘The “dark side” of humour. an analysis of subversive humour.’
Lodz Papers in Pragmatics 4(1), 109–130
Sherif, Harvey, White Hood (1961) Intergroup conflict and cooperation: the Robbers
Cave experiment. (Norman: University of Oklahoma Book Exchange)
Srivastva (1988) Executive Integrity: The Search for High Human Values in Organi-
zational Life (San Francisco: Jossey-Bass)
Taylor, Bain (2003) ‘’subterranean worksick blues’: Humour as subversion in two call
centres.’ Organization Studies 24(9), 1487–1509
7