Free sample of Differences Between Arm Chair Error & Blaming Error

Question: Discuss in your own words the difference between 'arm chiar error' and the 'blaming error' and the importance of studying these 'errors' in organisational behaviour? Answer: Organisational behaviour refers to the study of human behaviour in relation to its workplace (Fox, 2007). It helps determining how workers can be managed using a scientific approach. It helps analysing the performance and activities performed by an individual or a group within an organisation. Organisational behaviour studies how human behaviour within an organisation is impacted by other individuals, groups and structures (Hellriegel John W. Slocum, 2011). It helps enhancing organisational efficiency by studying how individuals interact within groups. Organisational behaviour is greatly affected by the way leaders and managers within an organisation treat the errors made by their followers (Kitchin, 2010). Armchair error and blaming error are the two ways by which errors are managed within an organisation and they play a vital role in the study of organisational behaviour (Mullins, 2011). Armchair error is one when leaders and managers of an organisation sit within their offices or comfortable board room chairs to find solutions to problems without getting directly involved in it. They prefer relying on data and reviews provided by other individuals instead of actually analysing the problem before suggesting solutions. In such cases leaders and managers recommend solutions without actually finding the root cause of the problem. In this case the leaders and managers prefer sitting within their cosy office chairs and constantly criticizing and complaining about what followers are doing and how they could have done the things in a mu ch better way. Such leaders and managers greatly hamper the confidence level of their follower and have adverse affect on their performance efficiency. Blaming error is one in which leaders and managers are quick to blame which leave the followers concentrating more on ways of avoiding blames than on their work. Blaming error can have both destructive and constructive effect on the followers (Hellriegel John W. Slocum, 2011). At times blaming considerable reduced the self-confidence and motivation level of the followers however it also helps encouraging the followers to avoid repeating their mistakes. It encourages followers to give their best in order to achieve desired goals. It is important to ensure that blame is effectively managed as it affects the culture and character of an organisation. It is important to ensure that leaders and managers know when it is good to blame and when it is not. They must be aware that complete absence of blame is worst than its presence in adequate quantities. India is a developing economy that is presenting high growth opportunities to multinationals and start-ups. It is referred to as a young country with its maximum population being under the age of 35 years. However owing to its cultural background most of Indian leaders and managers are practitioners of armchair error and blaming error wherein they prefer blaming people for mistakes and provide solutions without actually identifying the root cause behind the problem. In spite having a rich heritage and culture India is known worldwide for its corrupt and dirty politics wherein its national leaders are just busy blaming each other and are not at all interested in actually solving the real problems faced by its people. Bibliography Fox, W., (2007) Managing Organisational Behaviour. Cape Town: Juta and Company Ltd. Hellriegel, D. John W. Slocum, J., (2011) Organisational Behaviour. New York: Cengage Learning. Kitchin, D., (2010) An Introduction to Organisational Behaviour for Managers and Engineers. New Jersey: Routledge. Mullins, L. J., (2011) Essentials of Organisational Behaviour. London: Financial Times Prentice Hall.