Negative Behavior in The Workplace: Types of Individual Dysfunctions

Negative behavior in the workplace can have detrimental effects on the overall work environment and the well-being of employees. It includes actions or attitudes that create a toxic atmosphere, hinder productivity, and damage professional relationships. Such negative behavior in the workplace can manifest in various ways which are mentioned in the essay. 

Dysfunctional behavior at workplaces comes in many forms. Like workplaces become dysfunctional when any of their employees are bullied by their coworker or boss. Some workplaces become dysfunctional when groups engage in ongoing arguments while few workplaces become dysfunctional due to discriminatory environments in which customers are treated badly. One common negative behavior is bullying or harassment. This includes verbal abuse, intimidation, or targeted exclusion, which can cause significant emotional distress and anxiety among victims. Bullying not only affects the individual directly involved but also creates a culture of fear and insecurity within the workplace. Gossip and spreading rumors are other negative behaviors that can poison the work environment. Engaging in such activities can lead to a lack of trust and a breakdown in communication among team members. It erodes the sense of unity and cooperation necessary for a cohesive and productive workforce. 

Types of Individual Dysfunctional Negative Behavior in the Workplace 

Dysfunctional workplaces may vary from individual based (workplaces where work environment is interrupted by individual’s actions) to group (workplaces where work environment is disrupted by two or more groups) based dysfunctional workplaces. Individual dysfunction will result in loss of workplace productivity. Individual based dysfunctional is further of three types (bulling, passive aggressive Individuals, and poison droppers).

Poison droppers are the individuals who give negative comment overall an organization which poisons the atmosphere of work environment. But the poison behavior is not used as much as the bully and passive hostile labels.

Passive-aggressive behaviors are those who participate indirectly aggressively instead of directly aggressive. A person having this behavior trait when angry, they might claim that they are fine even when they are not okay. Running from reality what they feel and refusing to participate in discussion of issues in the restaurant. The reason behind one's passive- aggressive behavior is being upbringing in the surrounding where expressing feeling directly was not allowed or a working environment in which they might think that they are treated as a joke by coworkers when they express their feelings or another reason might be their anger and frustration.

Dysfunctional workplaces where group conflicts arise when two or more groups in an organization move from healthy competition to the level of conflict, in which these groups view each other as enemies rather than rivals contestants of the organization. Inactive workplaces based on group conflicts are all workplaces where two or more identifiable groups exist and perceive each other as opposites. There are six types of group based organizational conflicts:

Conclusion

Dysfunctional behavior at the workplace impacts discourteously the organizational performance which results in decline in productivity, incline in job dissatisfaction, work related anxiety. It also affects employees’ personal and professional relations. It is a serious problem which should be tackled and for this management needs to be aware and implement suitable procedures. To minimize problems related to dysfunctional behavior and enhance restaurant's performance, engagement of employees, it is important to focus on dysfunctional behavior as well. 

References

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4. Judge, T. A., Piccolo, R. F., & Ilies, R. (2004). The forgotten ones? The validity of consideration and initiating structure in leadership research. Journal of Applied Psychology, 89(1), 36-51.

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5. Leiter, M. P., & Maslach, C. (1988). The impact of interpersonal environment on burnout and organizational commitment. Journal of Organizational Behavior, 9(4), 297-308.