Behavioural differences influence work

Behavioural differences influence work situations. When the boss behaves contrary to established norms, which is often, the boss' behavioural difference becomes more obvious to employees.

Decision-making people like the CEO, managing director and general managers must think rationally and develop methods to produce outstanding performance.

They must be consistent and fair in their judgements. If they react emotionally, they will get negative consequences. They should believe in systems and policies.

They should be guided by results or process. Auditors, accountants and consultants may not be the best advisors - rather, people at the bottom are the best to rely on for decision-making.

Quality management stresses process improvement. Why?

Sometimes top people do not trust subordinates. They recruit their own people to assist them. They don't listen to the staff who give suggestions.

An example. One of the junior staff, who handles customers directly, wanted to convey his feelings about the process to his manager. But the manager did not give him a chance to make a suggestion. The staff member called the managing director who was not prepared to talk to him either.

In another incident regarding staff induction programme, the MD refused to meet a new staff member who was not a senior manager. The HR manager said his MD would only see senior managers who are in grade 18 and above.

It is amazing that top management of even small to medium sized companies in the Gulf does not often have time to see new staff who just want to be introduced. Such organisational apartheid is not be considered normal behaviour in business.

When someone experiences such behavioural differences in a business organisation, their ego and inner emotional drives become threatened; they will seek other means to achieve balance of control, in order to adapt to the situation.

In reality, in many companies, most of the staff follow this route and adapt to the organisational practice - whether it is right or wrong!

Sometimes, highly competent staff becomes lethargic and slow. They tend to develop disinterest in their job and just spend their time routinely. As a result, they are not pro-active.

Top people who seek to control others by force or by passing instructions may not realise their territorial behaviour will damage workplace interactions.

They must adopt normal business behaviour and treat human beings well.