Peer Response

There are multiple ways for companies to identify dysfunction within their corporate cultures. The first is through observation. Workplace behavior is a pattern of action by the members of an organization that directly or indirectly influences organizational effectiveness. Performance behaviors are a measurable connection that is made between the result and the behavior that is required to achieve that result. Griffin (2006). While I was serving in the Army as a noncommissioned officer, observing the change in a subordinates’ work performance would be an indication that the person may be experiencing personal or work-related problems. Dysfunctional behaviors that detract from, rather than contribute to, organizational performance is often easy to spot. The sudden decline in work performance and a negative change in attitude, body language, and negative expressions about the company are visible indications of dysfunction.

In many of my experiences throughout my military career, many units strived to create a positive work environment by promoting, recognizing, and rewarding good performance. The Army emphasized rewarding and recognizing leaders of organizations who demonstrate exemplary stewardship and innovative ideas. Secretary of the Army (2016).

Prevention of dysfunctional behaviors is the best practice. Such preventions methods are through internal and external controls/inspections. Companies should assess the work environment for early detection of dysfunction, or it may be used as a deterrence. Once the company identifies and fixes any problems the focus can be turned to improving the organization’s culture. As an organization grows, its culture is modified, shaped, and refined by personal/work experiences, education, and its environment. Lessons learned usually improve the work environment. One example that comes to mind was the end to the military Don’t Ask, Don’t Tell policy which ended in 2011. Years after the end of the policy, there were many internal policy changes that extended benefits and equal opportunities to many regardless of their sexual orientation.

Measurement or analyzing data helps the Army by answering questions such as talent availability, turnover reduction, and retention plans, measuring time of customer deliverance, and the Army’s return on investing into training. These types of evaluation efforts give the military leaders a better understanding of the cost/benefits payoffs of its Human Resources efforts and how well these efforts contribute to attaining the Army’s strategic and operational goals.

References:

Griffin, R., (2006). Fundamentals of Management (4th ed.) Boston, New York: Houghton Mifflin Company. ISBN 0-618-47242-8

Memorandum, Secretary of the Army, 15 April 2016, subject: Army Directive 2016-16 (Changing Management Behavior: Every Dollar Counts). Retrieved December 14, 2021, from https://api.army.mil/e2/c/downloads/493916.pdf

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