Chapter 1: What Is Organizational Behavior?

Chapter 1 What Is Organizational Behaviortheres A Drone In Your Sou

Chapter 1: What is Organizational Behavior? There’s a Drone in Your Soup It is the year 2020, and drones are everywhere. Alibaba quadcopters have been delivering special ginger tea to customers in Beijing, Shanghai, and Guangzhou for years; Amazon’s octocopters finally deliver packages in most major cities within 30 minutes without knocking down pedestrians; and college students everywhere welcome late-night nachos from Taco Bell Tacocopters. Indoor drones are still in the pioneering phase – backyard enthusiasts are building tiny versions, but no large-scale commercial efforts have been put toward indoor utility drones. That’s all about to change.

You work for a multinational technology corporation on a sprawling, 25-acre headquarters campus, with offices in 2 million square feet of interior space in one large building and four additional smaller (but still large) buildings. The official Head of Interior Spaces is your boss; you’re the leader of the Consideration of New Things team. In a meeting with your team, your boss says, “I’ve just heard from my friend at Right To Drones Too (R2D2) that his group has perfected their inside drone. It’s small and light but can carry up to 10 pounds. It includes a camera, a speaker, and a recorder." Your team expresses surprise; no one even knew an inside utility drone was under development, and governments worldwide are still haggling over regulations for drones.

Your boss goes on enthusiastically, “I’ve seen the little drones, and I think you’ll be impressed – not only can they scoot across the quad, but they can fetch things off tables, grab me a latte, attend meetings for me, check over your shoulders to see what you’re working on…anything! They’re really accurate, agile, and super quiet, so you’ll barely know they’re around. My friend wants us to have the first 100 drones here for free, and he’s willing to send them over tomorrow! I figure we can hand them out randomly, although of course we’ll each have one." Your boss sits back, smiling and expecting applause. You glance at your team members and are relieved to see doubt and hesitation on their faces.

“Sounds, uh, great,” you reply. “But how about the team takes the afternoon to set the ground rules?”

1-11. How might the R2D2 drones influence employee behavior? Do you think they will cause people to act more or less ethically? Why?

1-12. Who should get the drones initially? How can you justify your decision ethically? What restrictions for use should these people be given, and how do you think employees, both those who get drones and those who don’t, will react to this change?

1-13. How will your organization deal with sabotage or misuse of drones? The value of an R2D2 drone is $2,500.

1-14. Many organizations already use electronic monitoring of employees, including sifting through website usage and e-mail correspondence, often without the employee’s direct knowledge. In what ways might drone monitoring be better or worse for employees than covert electronic monitoring of Web or e-mail activity?

Sample Paper For Above instruction

Introduction

Organizational behavior (OB) examines how individuals and groups act within organizations and how these behaviors impact organizational effectiveness. The advent of drone technology within organizational settings, especially autonomous units like the R2D2 drones described, presents significant implications for employee behavior, ethics, management policies, and organizational culture. This paper explores the potential impacts of deploying in-house drones on employee behavior, ethical considerations, initial deployment strategies, management of misuse, and surveillance implications.

Impact of R2D2 Drones on Employee Behavior

The introduction of autonomous drones such as R2D2 can profoundly influence employee behavior, primarily through modifications in communication, autonomy, surveillance, and task execution. Drones can streamline or automate routine tasks—fetching items, surveillance, or monitoring workspaces—that could lead to increased efficiency but may also alter the social dynamics within the organization. Employees might experience a shift in their perceived autonomy and control, potentially leading to heightened stress or feelings of surveillance, which could either motivate or demotivate their performance.

In terms of ethical behavior, drones may act as a double-edged sword. On one hand, their capacity to monitor and record activities could promote compliance and accountability, fostering a culture of integrity. Conversely, the presence of constant surveillance via drones may lead employees to act out of fear of being watched, possibly decreasing trust and encouraging unethical behaviors such as dishonesty or sabotage. Research indicates that excessive surveillance can erode trust and diminish intrinsic motivation (Ball, 2010; Marker & Wapshott, 2018). Therefore, whether employees act more or less ethically depends heavily on organizational culture, communication, and the transparency of drone policies.

Initial Deployment and Ethical Justifications

Deciding who initially receives the drones involves careful consideration of responsibilities, trustworthiness, and potential for misuse. Senior managers and team leaders might be prioritized initially due to their roles in decision-making and organizational oversight, justified ethically because of their accountability and the need to demonstrate effective use of new technology. Additionally, deploying drones to employees in safety-critical or high-stakes roles could ethically support safety procedures and operational efficiency (Dale & Burchell, 2018).

Restrictions should include clear guidelines on drone use, such as limitations on surveillance scope, data handling protocols, and prohibitions against misuse. For example, drones should not be used for personal purposes, and recordings should be accessed only for organizational objectives. Training sessions on ethical use and clear disciplinary measures for misuse are essential to reinforce responsible behavior (Lee et al., 2020).

Employee Reactions to Drone Introduction

Employees who receive the drones may perceive them as tools for empowerment or surveillance. Some may embrace the technological enhancement, appreciating increased efficiency and reduction of menial tasks. Others may view the drones as intrusive, fearing invasion of privacy or job security concerns. Employees not initially receiving drones might feel neglected or suspicious about the organization's motives, potentially leading to decreased morale or increased resistance. Effective communication and involvement in policy development are crucial to mitigate negative reactions and foster acceptance.

Handling Sabotage and Misuse

To prevent sabotage and misuse, organizations should establish strict access controls, audit trails, and real-time monitoring of drone activities. Disciplinary policies should be clearly communicated, emphasizing the importance of responsible use. The organizational culture should promote ethical standards and accountability, while employees should be encouraged to report misconduct without fear of retaliation (Krauss & Chiu, 2010). Regular training and transparent procedures can further reduce instances of misuse.

Monitoring and Surveillance Considerations

Compared to covert electronic monitoring, drone surveillance offers real-time visual and audio data, which can be more direct and less intrusive in certain contexts because it is obvious that monitoring occurs, potentially promoting compliance. However, it may also be perceived as more invasive due to its tangibility and capability to capture visual evidence. Ethical concerns about privacy invasion must be balanced with organizational needs for security and productivity. Establishing clear boundaries and obtaining employee consent where possible are essential to ensure ethical implementation (Hirsch & Smith, 2019).

Conclusion

The integration of autonomous drones like R2D2 into organizational operations holds considerable potential to enhance efficiency but raises complex ethical, behavioral, and managerial issues. Thoughtful deployment strategies, transparent policies, and ethical guidelines are essential to harness their benefits while minimizing negative impacts. Managing how employees perceive and respond to these innovations will determine their success and their impact on organizational culture and employee well-being.

References

• Ball, K. (2010). Workplace surveillance: An overview. Labor History, 51(1), 87-106.
• Dale, B. G., & Burchell, N. (2018). Ethical considerations in the deployment of autonomous systems in organizations. Journal of Business Ethics, 151(2), 367-381.
• Hirsch, B. T., & Smith, M. (2019). Privacy concerns and legal constraints in employee monitoring. Employee Relations Law Journal, 39(3), 65–78.
• Krauss, S. E., & Chiu, C. (2010). Using technology ethically in the workplace: A review of policies and practices. Journal of Business Ethics, 91(3), 437-454.
• Lee, S., Kim, J., & Kim, H. (2020). Ethical AI and autonomous systems in organizations. Ethics and Information Technology, 22(3), 191-208.
• Marker, C., & Wapshott, R. (2018). Surveillance, trust, and organizational culture. Organization Studies, 39(6), 793-812.
• Smith, J. A., & Jones, L. (2017). Technology adoption and employee perceptions. Journal of Organizational Change Management, 30(4), 573-591.
• Travis, P., & Rob-son, M. (2015). Managing technology and behavioral change. Harvard Business Review, 93(7-8), 98-105.
• Wang, Y., & Zhou, Z. (2021). Autonomous systems and organizational ethics. Business & Society, 60(2), 339-364.
• Zhao, X., & McKenna, S. (2016). Employee reactions to technological innovations: A review. Journal of Applied Psychology, 101(4), 619-632.