Skip to 0 minutes and 3 seconds So as I said at the beginning distrust is existential. That if you generate distrust then potentially your organisation goes under. Or you as a leader lose your job. Now you’ve got the Cambridge Analytica scandal, the Facebook scandal. So Cambridge Analytica is not too big to fail. Facebook arguably is too big to fail. So there’s the too big to fail kind of stuff going on as well but at the same time as that, there is that level of distrust. Nobody in their right mind was going to do business with Cambridge Analytica once this information came out. So Cambridge Analytica has failed. You’ve got the Enron scandal.
Skip to 0 minutes and 39 seconds So the Enron scandal you had the fraud and the leaders going to prison but Arthur Anderson was destroyed because no one in their right mind was going to do business with Arthur Anderson. So it wasn’t that Enron was the company and
Skip to 0 minutes and 55 seconds that was distrust on a massive level at a massive level of fraud and I know people who worked there who talked about the fact that they had to pretend to be traders. They were secretaries and they had to pretend to be traders when investors came. There was just massive, massive fraud, but the fact that Arthur Anderson didn’t pick up on it destroyed Arthur Anderson, so nobody in their right mind is going to start or is going to want to work with all the clients who are going to leave and make major problems, so that what was one of the biggest companies that suffered this existential threat.
Skip to 1 minute and 24 seconds More recently so currently in Australia, there’s the Australian Royal Commission where we’ve discovered that all of the banks have been deliberately … they’ve been taking money from customers for no service, for years.
Organisational misbehaviour manifestations
‘People are hired for their skills and fired for their behaviors’ (Beane 2018).
In this short audio, Dr Richard Claydon introduces some examples of organisational misbehaviour and their consequences.
In earlier steps, we looked at the three different types of organisational misbehaviour, but how do these types of misbehaviour manifest in organisations?
There has been an exponential growth and awareness of misbehaviour in organisations, and employees as well as organisations have come under deep scrutiny. A number of terms are used to denote similar behaviours, such as non-compliant behaviour, organisational misbehaviour, workplace deviance and workplace aggression (Vardi and Weitz 2004; Griffin and O’Leary-Kelly 2004; Ackroyd and Thompson 1999).
These expressions of organisational misbehaviour have now been arranged in five different categories:
- intrapersonal (eg workplace problem drinking, drug abuse, workaholic behaviour)
- interpersonal (eg incivility, aggressive behaviour, bullying, sexual harassment)
- production (eg rule breaking, loafing, absenteeism, tardiness)
- property (eg vandalism, theft, espionage, computer hacking)
- political (eg misuse of power, impression management, politicking, favouritism)
We’ll explore each of them in more depth in the next steps.
Consider the different manifestations of organisational misbehaviour identified above. Which of these occur frequently within your team or a team where you have worked before?
Make sure to avoid the sharing of sensitive information that identifies organisations and/ or individuals.
Ackroyd, S. and Thompson, P. (1999) Organizational Misbehaviour. London: Sage
Beane, J. M. (2018) ‘People are Hired for their Skills and Fired for their Behavior!’ HG.org [online] available from https://www.hg.org/legal-articles/people-are-hired-for-their-skills-and-fired-for-their-behavior!-4801 [14 July 2018]
Griffin, R. W. and O’Leary-Kelly, A.M. (2004) The Dark Side of Organizational Behavior. San Francisco: Jossey-Bass
Vardi, Y. and Weitz, E. (2004) Misbehavior in Organizations: Theory, Research, and Management. New York: Psychology Press
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