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

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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 Mr Kanchana
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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