Evaluating the arguments of organisational misbehavior Essay Example

to model and visualize a perfect administration. Administrations have encountered internal and external challenges, leading some to resort to dishonest practices and impropriety. It would be unrealistic to deny that organizational misconduct exists in organizational life. Individuals within the administration may engage in misconduct while others unfairly blame the entire administration for their actions. In certain cases, specific individuals like managers may be wrongly targeted when the true fault lies with the policies established by the administration itself. Additionally, different groups within the organization or network might deviate from agreements and established norms. The organizational culture could also be outdated while current business strategies may not align with government regulations or industry standards.When categorizing organizational behavior as good or bad, it is not practical or beneficial to establish strict rules for such classification. People play a crucial role in the internal social system of an administration, which includes individuals and groups of various sizes. These individuals actively participate in the administration and engage in thinking, feeling, and working towards their goals. The administration is composed of individuals who make decisions and provide goods for the organization.

Managing diversity poses challenges for management when people join an administration, whether officially, unofficially, or informally. They bring diverse educational backgrounds, talents, experiences, and behaviors that ultimately impact the success or failure of the organization. The relationships between individuals and groups within an administration create expectations regarding individual behavior. These expectations result in specific roles for leaders and followers that must be fulfilled to maintain order and a functional system.

Corporate expectations can either align with or deviate from standard behavior. Mismanaging resources, talents, expertise, or operational strategies by corporations can

be considered misconduct by the organization itself. This misconduct is seen as harmful to the sustainability of the organization and is deemed deviant behavior by the organization itself. In simpler terms, organizational misconduct boils down to maximizing profits while disregarding ethical considerations.Money has always been crucial in organizations, serving as a measure of their survival. The main goals of organizations prioritize fiscal and economic stability to ensure prosperity. Punch (1996, p.214) suggests that the formal goals of an organization may disguise management's true intention: creating a profitable money-making machine for owners and insiders. Similar to criminals using tools or weapons, organizations may exploit themselves to obtain money from victims such as customers or members - this concept is known as the "organizational weapon" (Wheeler and Rothman, 1982 cited in Punch, 1996). Ultimately, organizations strive for substantial profit while improving the quality of life for their members.

Within organizations, systems of authority, status, and power exist to cater to individuals' diverse needs. People seek both financial security and personal fulfillment while also desiring control over others. This text emphasizes the significance of achieving success within an organization based on status and standing. Administrations generally adhere to ethical behavior and standards that align with their goals and future objectives.The text discusses the importance of maintaining moral standards in the workplace, which has positive effects on both the organization and society. It highlights how strong ethical behavior within an organization can be used to criticize another organization that fails to meet moral standards. Additionally, it explains that organizational structure refers to the formal relationship and arrangement of individuals within an organization, including various roles necessary for effective coordination of

work. The overall behavior of an organization is closely related to its structure. According to Thompson (1997), the method used by an organization to achieve strategic objectives and implement changes is referred to as structure. This raises concerns about whether these resources will be utilized in a way that is acceptable to all members of society if aligned with the administration's objectives. Resistance to change is considered misbehavior, often resulting in dysfunctional behaviors such as aggression, projection, and avoidance among individuals in their work environments (Hirschheim, 1995). These behavioral patterns ultimately have an impact on the overall behavior of the organization itself.In organizational structure, an important factor to consider is how decision making is delegated and monitored. Thompson emphasized the choice between a centralized or decentralized decision-making system during strategic change. In a centralized system, misbehavior tends to occur at the top management level where only a few individuals have decision-making authority. Conversely, in a decentralized system, decisions are made by a larger group of people who also take responsibility for implementing these changes. This approach encourages collaboration based on moral and ethical considerations. It is important to note that adopting a decentralized structure does not entirely eliminate instances of misbehavior but reduces the likelihood. Furthermore, decentralization can enable smaller groups within an organization to abuse their power and engage in misconduct on a smaller scale. Tsahuridu suggests that specialization and division of work may hinder individuals from recognizing the illegality or immorality of certain actions within organizations. Each individual action contributes to a chain of actions, and although they may seem legitimate and moral individually, when combined they can result in illegal or immoral

behavior that participants may be unaware of.
The text highlights the importance of organizations establishing goals to thrive in their culture. It suggests that organizational goals are always focused on what is considered beneficial for the organization, even if the resulting actions or outcomes may be seen as negative. This raises a question about whether profit is the ultimate objective of profit-seeking businesses or merely a means to achieve other desired ends. Understanding organizational behavior involves determining whether maximizing profit or enhancing employees' well-being and quality of life is the actual goal. According to Harris and Hartman (2002), while financial gain remains a primary objective, it is also important to consider improving employees' well-being and overall quality of life within these organizations. The text further explains that an organization's culture comprises its members' values, norms, and attitudes. Values indicate importance, norms dictate expected behavior, and attitudes reflect individuals' mindset. Organizational culture influences individuals' understanding of priorities, how they should behave, and their perception of things. This cultural influence extends to members' behavior, attitudes, and overall effectiveness. Directors have the responsibility of creating organizational strategies and policies while considering past experience as a constraint.
Directors should adopt a pluralistic approach to adapt to changing environments, challenging others and experimenting with different ideas and conflicting perspectives. Top management plays a crucial role in fostering this type of organization by building teams that embody these values through everyday behavior and culture. It is important to recognize that the behavior of an organization is influenced by various factors, including administration-related issues. While misbehavior tends to draw attention to negative aspects, it is preferable to address and rectify it through comprehensive reforms

throughout different aspects of the administration, which can be complex and demanding.

In addition to administration-related factors, the behavior of an organization is also shaped by management policies that are responsive to changing environments. Some organizations take advantage of weak government policies, exploiting loopholes for misconduct without detection. Others may attempt to conceal unethical practices by presenting convincing statements that deviate from standard practices while claiming benefits for society at large.

According to Punch (1996), today's organizations face problems resulting from various forms of organizational misbehavior caused by managers' involvement in deviant activities as well as the ineffectiveness of government bodies, businesses, and regulatory agencies in controlling such misbehavior. Unfortunately, corporate misconduct has been overshadowed compared to street crimes, law enforcement efforts, and prison systems due to neglect from criminologists and crime-fighting organizations.Nevertheless, new forms of corporate misconduct are emerging, where top-level management frequently engages in financial wrongdoing that leads to the discovery of more sophisticated schemes. It is important to note that different types of misconduct can be interconnected within the network of organizations, as various levels within the organizational hierarchy may be involved in different kinds of misconduct. Each organization has its own distinct identity, goals, strategic plan, and policies. According to Harris and Hartman (2002, p.97), an ideal culture exists when an organization's formal norms and values align with those held by individuals and groups within it. However, they argue that individuals and groups within the organization may actually oppose the official organizational goals. This passage emphasizes the significance of considering hidden values within an administration since both high-ranking members and regular employees can possess concealed values that contradict official policies. When an administration

fails to recognize the potential contributions of its members, it can lead to various consequences. In the absence of an ethical framework, administrations may resort to drastic actions and ethically questionable decisions in their pursuit of competitive advantage and growth. Some members may advocate for reforms while others believe extreme measures will bring success.

Conflicting signals and messages within an administration can cause discontentment and problems, ultimately leading to counterproductive behavior, erosion of confidence, cooperation, and adherence to norms. This deterioration of values creates fertile ground for misconduct within the administration. It is crucial for administrations to acknowledge that misbehavior is a normal part of organizational life. The question at hand is whether organizations should address and rectify deviations from normal behavior or develop policies that deviate from ethical standards instead. Successful companies known for their professional excellence often exhibit instances of organizational misbehaviors. To understand this misbehavior, one must consider its normalcy within a workplace. When contemplating the terms 'normal' and 'misbehavior,' it is recognized that no one is perfect and individuals may make mistakes intentionally or unintentionally. Individuals have the ability to establish rules and policies to address misconduct, while organizations may choose to deviate from these regulations in order to achieve their goals. However, it is important to recognize that there cannot be a perfect law governing business affairs or a flawless business strategy as errors are inherent in the learning process.Over time, organizational misbehavior has become deeply ingrained in people's daily lives as they adapt to ongoing changes. The impact of this misbehavior on society's well-being is a significant concern. Some administrations must be willing to take risks in order to thrive,

which can either lead to failure or enhance their reputation within the business community. These risks are closely tied to an administration's strategies, structure, goals, and culture. Administrations have the choice of strictly adhering to established rules but ending up without any benefits or deviating from norms and regulations for potential profit gains. Taking risks and reaping rewards is a common practice for administrations. All elements of an administration contribute to its unique identity and behavior as they are interconnected. Within the administration's social framework, individuals possess decision-making authority defined by its structure that allows them to make positive or negative choices.