Main Problems in the Case Study and Analysis of Head of Finance Division's Behavior

This document discusses the main problems identified in a case study related to organizational behavior. It analyzes the behavior of the Head of Finance Division and highlights issues such as negative attitudes, job stress, role ambiguity, and communication gaps. The document also explores the leadership style exhibited by the Head of Finance Division and its impact on the overall functioning of the organization.

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THE OPEN UNIVERSITY OF SRI LANKA
DEPARTMENT OF ORGANIZATIONAL STUDIES
BACHELOR OF MANAGEMENT STUDIES (HONOURS) DEGREE PROGRAMME
OSU5506: ORGANIZATIONAL BEHAVIOUR
ONLINE ASSIGNMENT No. 02 – 2022
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Questions:
I. Discuss the main problem/s you could see in this case using relevant theoretical concepts. Justify
your answer with sufficient facts.
According to the case study, we can state that Mr Kanchana as an employee of the company does not have
proper identification of his job position while at the same time he did not have proper communication
between Mr Kanchana and the finance manager who is Mr Piyadasa. This situation can arise in a role
conflict situation in the relevant area. Mr Kanchana is a skilled worker and Mr Piyadasa has a negative
attitude towards Mr Kanchana. The following factors can be identified as the main reasons for this
problem.
● Negative Attitudes of Mr Piyadasa towards MrKanchana
According to the case study, we can identify that Mr Piyadasa created a negative attitude towards Mr
Kanchana. The leadership style played by Mr Piyadasa may have contributed to this situation. the
supervision mode is entrusted to the personnel. He also has a task-oriented leadership style. Considering
these factors, we can say that Mr Piyadasa is unable to identify individual Mr Kanchana's behaviour and
therefore has a negative attitude towards Mr Kanchana. That's why he blames and blames Mr Kanchana
without any request and justified since he neglected the works.
"The problem with a leader who has a bad attitude is that they're like a virus.it spreads quickly," and "A
bad manager can ruin the work environment and bring down everyone's morale." While no one is perfect
and everyone is entitled to a day off, having a pessimistic mindset can have detrimental consequences
over time. So if we feel like this is something we're slipping into, it's important to consciously work on
improving our attitude and trying to be more positive. Being a leader comes with many responsibilities.
We need to be aware that our attitude will affect other team members, so it's essential that we don't fall
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into the trap of negativity. Taking steps to become more positive should not only help us to be better at
our job, but it should also boost our overall culture.
● Job stress faced by Mr Kanchana
According to the case study, we can identify that with the supervisory style, Mr Piyadasa does not have
close supervision and also had an autocratic leadership style. In this situation, an internal communication
gap had was created between Mr Piyadasa and Mr Kanchana. They advocate creating role ambiguity. In,
the situation of role ambiguity created work stress for Mr Kanchana. It seems that this stress level is the
reason for Mr Kanchana's reduced performance. When employees deal with role-related stress, they are
more likely to produce unfavourable behaviour and are most likely dissatisfied with their jobs. According
to this role, ambiguity affects job satisfaction and reduces the level of job satisfaction. Role conflict has a
direct and positive relationship with job stress. When role conflict increases, job stress also increases.
when there is a discrepancy between job requirements and employee skills, resources, or needs to do the
job cause detrimental physical and emotional reactions. Some research has shown that role overload, role
ambiguity, role conflict, lack of work environment, more agency demands, inadequate work environment,
and poor relationships with colleagues cause stress at work. Managers should be careful to promptly deal
with employees who are unsure of their responsibilities and place within the organizational structure. An
effective team understands what is expected of them and how the workflow is designed to achieve overall
business goals.
Many employees will spend a quarter of their life at work. Every day, they will spend more time
interacting with their colleagues than with their loved ones. In a society that places a high value on
productivity, profit and profits, physical and mental health at work often becomes collateral damage,
especially in high-stress work environments. Stress at work is unavoidable and can sometimes promote
motivation. This is often the case when high workplace demands are accompanied by high-value
resources (support, rewards and recognition, etc.)However, the reverse is true in workplaces with little or
no resources. In these particular workplaces, employees experience higher levels of stress that impact
their engagement and productivity, as well as their personal relationships and emotional well-being.
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● Role ambiguity situation faced by Kanchana
According to the case study, he mentioned that “Kanchana tried to work alone without cooperating with
the Division Chief and other members of the Division. In addition, he sometimes neglected his duties, so
that the head of division was unhappy”. Given this situation, we can identify that Mr Kanchana was his
own expectations of the role he occupies and other important members in the organization may have
waived expectations other than the role. According to Mr Kanchana's behaviour, this case is related to the
type of role set conflict and is called Role Ambiguity. Role Ambiguity is a confusing situation that arises
due to a vague job description in which the responsibilities and boundaries are not clearly defined This is
a circumstance in which a person does not properly understand this Role ambiguity occurs when
employees do not have sufficient information to do their job properly or when the performance of the
method evaluation is unclear. Role conflict occurs when there are contradictory or unfinished
expectations.
According to the case study, Mr Kanchana explained that “this department is very different from where
I've worked before. Therefore, the office also works differently. “According to this statement, we can state
that Company No provided Mr Kanchana with proper career guidance when he joined the company. As a
result, Mr Kanchna has no idea about the job and is unfamiliar with the work environment. At the same
time, he didn't really know his work profile as. When an employee does not know their role and
responsibilities, it can create a high level of workload and affect job satisfaction. Each formal position
should have a clear purpose to reduce confusion and increase productivity.
This is a common situation in companies that have not defined a clear organizational structure. Since
there are normally many tasks and activities to be done during working hours, a person may feel
confused, even more, if they are a newly hired person, as to how they are integrated into the structure of
the company. Companies avoid this by designing clear job descriptions and educating the workforce on
company structure and chain of command. Role ambiguity leads to conflict, low productivity and
disengagement. Additionally, workers whose responsibilities are unclear will tend to underperform and
attribute their lack of productivity to this apparent confusion. It is impossible to properly assess a person's
performance if the expected results are not transparently established at the time the person starts working
for the institution. Managers should ensure that employees who are confused about their responsibilities
and placement within the organizational structure are dealt with promptly. An effective team understands
what is expected of them and how the workflow is designed to achieve overall business goals.
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● Leadership style of Head of Finance division(Supervision)
As Head of Finance Division, Mr Piyadasa is expected to have effective leadership skills. It is more
important to have good communication skills, interpersonal skills and problem-solving skills to have a
wider commercial impact. According to the case study "Kanchana showed good performance in his work
as soon as he joined this company, later he did not show such performance"
simultaneously according to the crack certificate issued by the chief company also private had He did a
good service and had a good relationship with the members of this department and the department head.
Based on these factors, we can determine that Mr Kanchna, as a qualified employee, performed well. But
as head of the finance division, Mr Piyadasa failed to manage Mr Kanchana's abilities to achieve
company goals. According to the study “Kanchana had not been communicated the duties that he should
do as Clark and the response of Mr Piyadasa was command and blame. At the same time according to the
behaviour of Mr Piyadasa, he doesn’t want to have a close relationship with team members and want only
the correctness and neatness of work produced by his staff.”
According to the data given, the management fashion of Mr Piyadasa can be taken into consideration as
an autocratic leader. Such leaders have centralized energy and decision-making in simple terms on
themselves. They shape the whole work state of affairs for them. Autocratic management is a control
fashion in which one individual controls all the selections and takes little or no inputs from different
institution contributors. Autocratic leaders make alternatives or selections primarily based totally on their
personal ideals and do now no longer contain others for their idea or advice. In listening, one chief or
member of the business enterprise takes selections on behalf of the company. This sort of management
fashion is visible broadly speaking in businesses that can be distinctly small with fewer employees.
Autocratic leadership often works in situations that require flawless results or instant decisions and
situations with potential safety hazards or time constraints. Autocratic leaders oversee day-to-day tasks
and provide clear direction to each member of the team. They are not as involved in setting long-term
goals or career progression as other types of leaders. Those who follow the autocratic style focus on
ensuring that team members complete critical tasks according to plan.
Additionally, these leaders often work in teams of individuals with limited skills, experience, or training.
They are not very interested in motivating their staff and investigating complaints from group members.
But they need their subordinates to complete their assigned work within the allotted timeframe. It doesn't
take long to share job roles and other topics with group members. Although subordinates have potential,
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they need to be properly guided in order to contribute the best they can. Typically, a leader knows how to
get optimal performance from each of the subordinates who work for him. mainly in the end product or
service.
● Communication Gaps Between Mr Piyadasa and Mr Kanchana
It seems that the communication between Piyadasa and Mr Kanchana is not an efficient process. These
shortcomings have created role ambiguities. Communication between a manager and his subordinates
plays a fundamental role in the proper functioning of a department. Sharing information and views is very
important in such a department. According to the study, he pointed out that Mr Piyadasa's orders were not
clear enough for Mr Kanchana. When he goes to discuss it with Mr Piyadasa, he scolds repeatedly. At the
same time, Mr Piyadasa's response was that he did not want to have a close relationship with Mr
Kanchana and only wanted the accuracy and cleanliness of the work produced by his staff. According to
this type of behaviour of Mr Piyadasa, we can identify that he had no clear internal communication
between Mr Piyadasa and Mr Kanchana. His lack of communication created role ambiguity.
Because role ambiguity has increased due to poor communication between employees and their
supervisor or co-worker and lack of information from the co-worker or supervisor. When employees are
not clear about the business and the expectations of that business, role ambiguities arise. Individuals must
obtain incomplete information about the duty. Additionally, workers whose responsibilities are unclear
will tend to underperform and attribute their lack of productivity to this apparent confusion. It is
impossible to properly assess a person's performance if the expected results are not established in a
transparent.
As a manager of the finance division, it is very important to have an adequate internal and external
communication process that helps to minimize complicity and stress at work Communication gap occurs
when the meaning intended by the speaker or sender is not what is understood by the receiver. As stated
above, there are several reasons that can explain the lack of communication between employees. Some
communication gaps may be technological in nature and some may arise due to personal issues or
personality types.
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Fear - Lack of communication occurs when there is fear among employees, especially when an employee
is busy communicating with another employee who is in a higher position. Subordinates may also be
afraid to talk to their bosses or superiors. Because they develop a sense of fear, they cannot pay attention
to what is being communicated.
Mistrust - If there is mistrust between two employees or groups, a communication gap arises because one
of the two does not want to convey a correct message or does not convey the message at all.
Body Language and Tone - Maintaining acceptable body language and tone when communicating is one
of the most important things to do in the workplace. Improper body language or tone not only creates
communication gaps but also leads to aggrieved feelings. As a result of this, there develops an unhealthy
competition between employees.
II. Analyze the behaviour of the Head of the Finance Division of the company.
According to the information provided, Piyadasa's behaviour resembles autocratic leadership. This type of
authoritarian leadership is characterized by individual control over all decisions and little regard for input
from group members. This type of leader usually makes choices based on their own ideas and judgments,
and they very rarely appreciate the opinions of group members. Mr Piyadasa did not consider any
comments from Kanchana. It can be assumed that the other members of the group were treated in the
same way. Since he did not clarify the role of Job, Kanchana was under tremendous pressure to fulfil his
duties. As the head of, Mr Piyadasa should have given proper instructions regarding Kanchan's role.
The information shows that there are gaps with Mr Piyadsasa.
As a manager, he should have looked into the reasons behind Kanchana's failure. After identifying the
causes of the failure, corrective action should have been taken. If so, the stress level of Kanchana would
be reduced. At first, Kanchana did well. This means that he has the ability and skills necessary to perform
his duties.
Subsequently, the necessary directives and indications were not received by Kanchana. For this, the
manager, Mr Piyadasa, is the manager of. He should have known the training needs and other
requirements of the members of his group. It seems that there is no proper communication system
between the Headmaster and Kanchana. Most of the issues could have been resolved with regular
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discussions and more meetings. It's unclear if there are any personal issues between these two sides, so a
lot of weaknesses can be identified on Piyadasa's side.
Autocratic leadership is a management style in which one person controls all decisions and receives very
little feedback from other group members. Autocratic leaders make choices or decisions based on their
own beliefs and do not involve others for their suggestions or advice. Autocratic leadership is a form of
management style in which a leader or member of the organization makes decisions on behalf of the
company. This type of leadership style is mostly seen in relatively small companies with fewer
employees. This type of leadership style is only effective in organizations where the nature of the work
requires quick decision-making. The sole responsibility for the decision and the outcome rests with the
leader. It is considered a flexible leadership style, but some argue that it is now outdated.
However, there are some characteristics of autocratic leadership, such as no input from other group
members, group leaders dictate all tasks or distribute responsibilities among other employees, and no
rewards or recognition are given to employees for having boosted morale. Some experts argue that this
type of leadership style can be harmful rather than rewarding in the long run because it resembles that of a
dictator. This leads to the low morale of employees, which can lead to friction in many cases.
Remember that while authority exists in a startup, it usually requires a formal hierarchical structure such
as a bureaucracy in which to operate. They tend not to do as well in small businesses. They also don't tend
to thrive in organizational cultures that promote teamwork and continuous innovation. A big issue with
this style is how it affects morale. Autocratic leaders tend to drive talented people out of the organization.
These people know their worth and they know they can find a job elsewhere. This leaves the mildly
competent to hang on for dear life rather than jump ship. Those who use the authoritarian leadership style
can achieve conformity, which means someone gives in to another's will. But they cannot capture hearts
or minds. For many years, autocratic leaders have been known to struggle with persuasive and
motivational consensus.
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III. Suggest (a) suitable way/s to settle this problem/s and explain it/them.
● Improve communication within the group, between the manager and the members of the
group. Although the other members of the group have not complained to the human
resources manager, there may be problems between them also.
The time and effort companies spend on internal communication is an investment in the health of the
company. When internal communication is strong, employees see themselves as involved in the
decision-making process. Moreover, they believe that their opinions matter and that their efforts are
appreciated. A strong and consistent message keeps everyone focused on the mission and dedicated to the
company's strategic vision. Clear communication can also minimize ambiguity and confusion about a
company's approach to achieving its goals, which can lead to more effective strategic and operational
execution. Conversely, poor organizational communication can foster a culture of mistrust, which can lead
to issues such as limited employee engagement and poor morale. It can also have ramifications outside of
an organization, such as poor customer interaction.
Communication within an organization is not just the same as dialogue. It includes the exchange of ideas,
a confirmation of strategies and a channel for trading features. Virtually every aspect of a company's
operations requires strong communication to thrive, from product and project development to personnel
management and customer relations.
The purpose of organizational communication is to establish clear paths to growth and strategies for
stability. It is a multi-level process that involves many parties within an organization. For example, when
a company's C-suite sets an organizational goal, they must communicate clear expectations to those in
other leadership and management roles, who in turn must communicate those expectations to their teams
with equal clarity. A break in this chain can lead to a strategic break. Positive communication can also
help maintain an organization that focuses on fulfilling the needs of a single, or through positive and
constructive comments.
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● Conducting staff meetings once a week to discuss the issues
Basically, the purpose of a team meeting is to effectively share information and provide space for
discussion of what is being shared. A good team meeting helps teams align on discussion topics, air
concerns or obstacles, and clarify future actions. The exact purpose of a group meeting is determined by
the agenda items and the business needs of the meeting and your organization.
Team meetings can be crucial for the company: a place where company developments or valuable
information or training is shared. Team meetings can also be where staff can informally spend time
together and share what's on their minds. Organizing group meetings to promote well-being, for open
discussions or simply to try something new are all good reasons to bring the team together.
Team meetings are extremely important for a productive team and organization. Ensuring that all
members of a team are getting what they need to function well, stay aligned, and be happy and effective at
their jobs is essential, and meetings remain one of the most effective ways to facilitate teaching,
conversation and change.
In large organizations with many teams, there is a danger of separating teams or individuals from the rest
of the business. Communication between teams is key to helping everyone understand the business goals
and direction of the company, all with the goal of fostering better collaboration and avoiding friction or
frustration.
● Kanchana's stress levelneeds to be lowered.The necessary steps such as counselling
should be given. If necessary, he may be given an internal transfer.
Stress could manifest as a result of increased pressure from work. It could also stem from bullying,
harassment or discrimination.No matter the cause, if left unaddressed stress may become overwhelming.
This can lead to other physical, mental and emotional problems. There are various ways to manage and
support employees experiencing stress or other related symptoms at work. This post focuses on
counselling for work-related stress.
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Workplace stress counselling aims to identify the causes of an employee's work-related stress. When done
in a private, non-judgmental environment, it can help the employee understand the source of the stress
and find steps to manage and reduce it. It is common for people to experience stress at work. But it can
affect everything from our mood to the way we treat our friends, family, or co-workers. Prolonged periods
of stress can be a risk factor for other underlying problems, such as depression or anxiety. In this case, it
may be helpful to consider stress counselling. Counselling can not only help us to identify the causes of
stress, but also help us to understand the role your thoughts play in increasing your stress levels. The
process also provides a sounding board for employees to talk about the problems they are experiencing.
Allow the consultants to work with them to develop better ways to deal with these issues.
● Mr Piyadasa ought to be flexible and his autocratic fashion needs to be modified. If
vital he ought to receive training.
Flexibility is an increasingly important feature in a rapidly changing economic and social environment.
Flexible leaders are those who can change their leadership style or approach in response to uncertain or
unpredictable circumstances. Additionally, flexible leaders can adapt to upcoming changes. they can
revise their plans to incorporate new innovations and overcome challenges while continuing to achieve
their goals. Flexibility is not just about surviving and thriving in new situations. Adaptable leaders can
also implement new behaviours into existing old situations. This allows them to express their creativity in
their work and find new ways to solve problems. Flexibility is the willingness to try new behaviours
whether or not you are currently going through a period of change in your business.
However, being open to new behaviours is not enough to become an effective and flexible leader. First,
leaders need to recognize situations where their old behaviours aren't working. Then they must decide
how to deal with the problem, including which new behaviours or approaches are feasible and which will
achieve their goals within the limitations of their situation. Finally, once a new path has been decided,
flexible leaders must be able to assess the current success and advancement of their new behaviours and
re-evaluate or modify additional behaviours that do not succeed.
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References
Organizational Behaviour blocks
https://www.iedunote.com/organizational-behavior
https://www.wgu.edu/blog/what-autocratic-leadership2009.html
https://www.apa.org/ed/graduate/specialize/counseling
https://www.indeed.com/career-advice/career-development/effective-staff-meeting
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