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Skip to 0 minutes and 1 second I read in the Guardian there was a piece of research suggesting that 81% of females interviewed in the UK felt overwhelmed by work and 67% men felt overwhelmed with work, which if you add it all together upwards 74% of people feel overwhelmed with work. Now we believe this is pretty consistent now, that three out of every four people, if you look at of all the serious research, three out of every four people across all kinds of dimensions are saying - work is causing serious distress or serious psychological distress. So the World Economic Forum says 86% of people have lost trust in the leadership around the world. Almost a one to one relationship with the disengagement.

Skip to 0 minutes and 48 seconds That’s a serious piece of research and people should be very worried about that. Harvard Business Review has said that 75% of cross- functional teams are dysfunctional. Only one in four teams is working well. Now alongside that we can go through 20 or so things and that - between 70 and 90% is going to be a consistent number. So I think that’s why there’s the beginnings of the growing interest in the misbehaviour at a managerial academic research level. I think at societal level, there’s the mental health crisis. So the reports of mental health crisis in children, in US and the UK and in Australia that started roughly in 2007, so the beginning of this rise is the same as the GFC.

Skip to 1 minute and 37 seconds And that you know, and then, and then, we can see that more and more people are struggling. This idea of being overwhelmed. That’s another societal issue which will again governments are beginning to get involved because of that. And finally I think there’s a shift between what we would call the culture school of organisations and the complexity school.

Skip to 2 minutes and 0 seconds So there’s an idea now that in certain parts of academia and practice that work is becoming so complex that the set of management tools that were devised under the previous new school of though which I call the culture school, the strong culture school, they don’t do their job anymore, so there’s got to be a transformation and I’ll talk a little bit about this in the next section, there’s got to be this transformation of how we work in a meaningful way, because actually all of the control mechanisms of how we work are causing these misbehaviours and that’s a hang over from the ideas of the 1980s really that are still - and partly because the people running organisations generally did their MBAs in the 1980s and early 1990s and that’s what they learned.

Skip to 2 minutes and 56 seconds So there’s no sort of thought again it’s just that - what was trendy then isn’t working 40 years later. But as I say the people who know that stuff tend to be the ones in power in organisations.

The growing interest in organisational misbehaviour

Why is there a growing interest in organisational misbehaviour?

Last week we explored organisational behaviour; this week we’ll focus on organisational misbehaviour.

Listen to Dr Richard Claydon, Transdisciplinary Behavioural Scientist and Organisational Misbehaviourist Expert, who gives his perspective on this topic.

The increase in cases of organisational misbehaviour, which has appeared in media stories over the last ten years, signals a deep need to address this issue. It is expected that organisations put in place controls and processes to manage the rising issue of misbehaviour. This week, we will discuss the types and manifestations of misbehaviour in the workplace, the impact on the organisation and the way forward.

This week

Through this week’s activities you will:

  • explore the concept of organisational misbehaviour
  • identify the types of organisational misbehaviour
  • examine the manifestations of organisational misbehaviour
  • investigate the impact of organisational misbehaviour on the organisation
  • discuss the role of managers in preventing organisational misbehaviour
  • consider the way forward for organisations

Your task

Having listened to Dr Richard Claydon state the reasons for the growing interest in organisational misbehaviour, share your thoughts and views on the reasons he stated.

Are there any other reasons for the growing interest in organisational misbehaviour?

Don’t forget to look at other learners’ responses and try to respond to at least one other comment as this will help generate discussion between you. You can also ‘like’ comments that you find particularly interesting or relevant.

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This video is from the free online course:

An Introduction to Organisational Behaviour: How to Understand Your People

Coventry University