1 Unproductive Behaviors in the Workplace Name Institution 2 Response I I agree with you that disruptive behavior is unacceptable in the workplace. Disruptive behavior is unethical and leads to adverse experiences, including loss of dignity, embarrassment, and psychological insecurity. Indeed, the manager was wrong to interrupt her junior disrespectfully. It is true that this embarrassed the female employee and led her to lose her dignity. This behavior is indeed counterproductive. I also add that this increases occupational stress and tensions between the team and between the managers and employees. I concur with you that this behavior is typical in many toxic workplace cultures. Indeed, nearly two-thirds of the bosses in the US workplaces are aware that this disruptive behavior is present. Apart from bullying, there are other disruptive actions (Villafranca et al., 2017). Common examples of inappropriate behaviors are insolence, gossiping, insubordination, and belittling. Insolence occurs when a person communicates rudely. On the other hand, gossiping involves revealing sensational information about others, including shocking public or private information about others (Villafranca et al., 2017). Finally, belittling entails using disparaging remarks about someone. I concur with you this inappropriate behavior leads to victimization unless employers take the right actions. Various best practices may cure this disruptive behavior. One way to address this is by setting norms that encourage people to react effectively, politely, respectfully, and positively when interacting with others (SHRM, 2021). For example, being calm and responding to others’ concerns is appropriate behavior leaders should encourage in the workplace. Another way is that an HR leader can guide and educate managers and the staff on the right behaviors. In addition, leaders should learn how to deal with difficult employees. When addressing the staff, managers should also be examples to their employees by following the right 3 communication tactics, including tones, words, and phrases (SHRM, 2021). Therefore, this will instil a respectful culture in the workplace. 4 References SHRM. (2021). Managing Difficult Employees and Disruptive Behaviors. https://www.shrm.org/resourcesandtools/tools-andsamples/toolkits/pages/managingdifficultemployeesa.aspx Villafranca, A., Hamlin, C., Enns, S., & Jacobsohn, E. (2017). Disruptive behaviour in the perioperative setting: a contemporary review. Canadian Journal of Anesthesia/Journal canadien d’anesthésie, 64(2), 128-140. DOI 10.1007/s12630-016-0784-x 5 Response 2 Indeed, there are many incidents where inappropriate communication happens. I agree with you that different people have different work styles and preferences. In my view, personality differences define our work styles. For example, some people like working as a team while others want to work alone. I concur with you that leaders should understand the work styles of each team member to understand how to deal with them. You are correct that there are some tasks you feel better working alone, although your preferred work style being a teamplayer. You are not alone in this. Like you, I am also a team player but prefer working alone in certain circumstances. Indeed, your boss disrespected you. I agree with you that your boss should not have called your names to avoid embarrassing you. You were right to approach your manager and know from him why she called you names. It shows that you had the courage and confidence to confront your boss. Confidence and courage are rare qualities that most employees lack (Rayner & Lewis, 2020). Notably, these qualities could solve many problems. For example, your courage allowed you to learn why the boss called you negative Nancy. In addition, courage and self-confidence allowed you to explain to the manager why you did things differently. Exceptional leaders approach their followers (SHRM, 2021). The manager should have been courteous by calling and having confidential conservation to learn why you opted to train alone before others. During this conversation, a manager would understand the genuine reasons you opted to be ahead of others on training (Rayner & Lewis, 2020). Strategically, managers should learn about each employee’s preferences to develop the right strategies tailored to different needs among employees. From my experience, this would solve many problems, 6 including unnecessary conflicts, and build a solid relationship with team members. In addition, this will allow leaders to develop the most suitable job satisfaction strategies. 7 References Rayner, C., & Lewis, D. (2020). Managing workplace bullying: The role of policies. In Bullying and harassment in the workplace (pp. 497-519). CRC Press. https://ebrary.net/131648/psychology/managing_workplace_bullying_role_policies SHRM. (2021). Managing Difficult Employees and Disruptive Behaviors. https://www.shrm.org/resourcesandtools/tools-andsamples/toolkits/pages/managingdifficultemployeesa.aspx
