The paper "Managing under Uncertainty" is a great example of management coursework. In my first workplace experience, I was subjected to workplace bullying by my immediate supervisor. Much as I knew there was an anti-bullying policy in the workplace, I was not sure whether to report the incident to the HR department. My indecisiveness is not uncommon among young people who for the first time in their careers, are faced with a tough decision as has been noted by Foskett and Hemsley-Brown (2001). On one hand, I knew that I had rights as a worker but I was also duty-bound by the contract I had signed with my employer.
On the other hand, I knew that as a novice, I probably had not understood the organisational culture well enough, and as such, I hoped that with continued stay my relations with the supervisor would get better with time. The outcomes of the decisions Three months into my new job, the supervisor had not changed his treatment towards me. He would make me handle odd jobs that were not included in my job description. I practically became a messenger to him, since I always obeyed his orders.
I lagged behind in my duties, and my colleagues would begrudge me for not playing my rightful role especially in cases where teamwork was necessary. I knew I had to change the situation and so I began by re-reading the non-bullying policy at the workplace. I then made the decision to stand up to him, and explain that I was lagging behind in my duties and sometimes had to put in extra hours to cover up for the hours that I lost attending to odd jobs he had assigned me.
He retorted by stating that if I was not ready to obey him, then I should be ready to lose my job for insubordination. After much thinking, I decided to file a complaint against him for workplace bullying. The HR department handled the complaint, and upon investigation, he was found culpable of the accusations I had lodged against him. Applying theories and models According to Stein and Welch (1997), cognitive psychology provides people with tools, which they use in reaction to intricate or poorly-structured dilemmas.
Notably, no single cognitive theory of decision-making can explain why people process information or make the decisions they do (Oliviera, 2007). In my work experience above, several theories and frameworks can be used to explain the decisions made. These are discussed next. Attribution theory According to Oliviera (2007), attribution theory refers to a perceptual process with which an individual decides whether observed behaviours are occasioned by external or internal factors. The initial reluctance on my part to report the bully supervisor to the HR department was probably because I thought my inexperienced nature was to blame for some of the bully behaviour targeted towards me.
I might have unconsciously believed that the supervisor’ s behaviour was a result of my own status as a novice in the company, hence my hope that my relations with him would improve with time. As time went by, however, and buoyed by the threat by him, I might have realised that the bullying behaviour was caused by something beyond my control – i.e. the supervisor. The former form of belief on my part fits into the internal attribution bias as noted by Manusov and Spitzberg (2008), while the latter fits into the external attribution bias
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