PROBLEMS IN

ORGANIZATIONS

Presented by,
Reshma Reson
4th Sem MSW
 INTRODUCTION
 As organization continue to diversify the
opportunities for work place problem intensify.
 In an organization we can see various kinds of
problem which effects the productivity of the
workers and the organizations.
 The various problem that can be seen in an
organization are discussed below.
 Major problems in an organization
 Absenteeism.
 Alcoholism.
 Health hazards.
 Employee turnover.
 Downsizing.
 Sexual harassment at work place.
 ABSENTEEISM
 Absenteeism is the one of the problem that can been
seen in an organization.
 Absenteeism is the unscheduled absence from work.
When an employee has an unscheduled absence from
work the companies effort to find a substitution
workers at last time.
 This may involve hiring conditional workers, having
other employees work over time to cover for an
absent employee.
 Some absenteeism may be related to health issues.
 CATEGORIES OF ABSENTEEISM
 According to K.N Vaid classifies chronic
absentees into five broad categories. They
are as follows.
 1) Entrepreneurs.
 2) The status seekers.
 3) The Epicureans.
 4) Family oriented.
 5) The Sick and the Old.
 ENTERPRENEURS: This class of absentees that their
job are very small for their total in considers erect and
personal goals. They engage themselves in other social
and economic activities to fulfill their goals.
 THE STATUS SEEKERS: These type of absentees enjoy
or perceive higher ascribed social status and are keen in
maintaining it.
 THE EPICUREANS: These class of absentees do not
like to take up jobs, which demand initiatives,
responsibilities, discipline and discomfort. They wish to
have money, power and status but are unwilling to work
for their achievement.
 FAMILY ORIENTED: This type of
absentees is often identified with the family
activities.
 THE SICK AND THE OLD: This category
of absentees is mostly unhealthy with a weak
constitution or old people.
 REASONS FOR ABSENTEEISM
 Serious accidents\ illness
 Low morale
 Work load
 Employee discontent with work environment
 Poor working condition
 Boredom on job
 Insufficient leadership or poor management
 Personal problems
 Transportation problems
 Stress
 Low level of wages
ALCOHOLISM
 According to alcohol concern the impact of
alcoholism in workplace can result from any
one or a combination of several risk factors.

 1) Excess drinking in work leisure times.

 2) Inappropriate drinking takes place in a manner or
in a situation which are potentially dangerous or
where there could be adverse consequences such as
before and after shifts, in lunch breaks of during
working hours.
 3) Binge drinking after work activities such as
socialising around conferences.
 Heavy drinking during work hours effect on employees work
performance, including absenteeism, inefficiency, poor
decision making and damaged customer relationship.

 Specific productivity problems such as procrastination,

inconsistent performance, neglect of detail, poor quality of
work, less quantity of work and frequent mistakes.

 Alcoholism can lead to a range of social psychological and

medical problems for employees including dependence,
which may associate with drinking or being intoxicated
during working hours and present in continuous
deterioration of skills and increasing inter personal
difficulties.
 REASONS FOR ALCOHOLISM DURING
WORKING HOURS
 Long working hours and some types of shift works.
 High risk of injury at work.
 High physical demands.
 Monotonous work.
 Tight deadlines.
 Job insecurity.
 Poor supervision.
 Recent stress.
 Low self esteem.
 Depression.
 Family problems.
 Health hazards is defined as a condition that results from
exposure in a workplace to a physical, chemical or biological
agent to the extent that the normal physiological mechanisms
are affected and the health of the worker is impaired .
 Mainly there are five types of health hazards in a work place.

 1) Chemical Hazards.
 2) Biological Hazards.
 3) Environmental Hazards.
 4) Psychological Hazards.
 5) Mechanical Hazards.
 1. Chemical Hazards:
 The common chemical substances, such as carbon
monoxide, carbon dioxide, nitrogen dioxide, sulphur
dioxide, hydrocarbons, sulphuric acid, tannic acid
acetic acid, fumeric acid, ozone, limes and alkalies
cause injury to the employee when they are absorbed
through skin and inhaling or ingesting. Workers may
suffer from respiratory diseases, skin diseases, allergy,
heart disease, cancer and neurological
disorders.These diseases may be temporary or
chronic in nature.
 2. Biological Hazards:
 These hazards are manifested by diseases caused by
bacteria, fungi, viruses, insects, dietary deficiencies,
excessive drinking, allergies, brain fever, imbalances,
tetanus, stresses and strains. All these tell upon employee’s
health.
 3. Environmental Hazards:
 Environmental hazards may include noise pollution,
vibration and shocks, illumination, radiation, heat,
ventilation, air and water pollution. These hazards cause
redness of eyes, genetic disorders, cancer, sterility, hearing
loss, nerve injury etc., to workers.
 4. Psychological Hazards:
 Industrial/job stress caused by various stressors such as task
and role demands, organizational leadership, lack of group
cohesion, intergroup and interpersonal conflicts, life and
career changes, etc., lead to emotional disturbances which, in
turn, lead to fatigue and exhaustion. All these affect health of
employees.
 5. Mechanical Hazards:
 Falls are also a common cause of occupational or mechanical
injury, especially in healthcare and building cleaning and
maintenance. Machines having moving parts, sharp edges, hot
surfaces and other hazards with potential to crush, burn, cut,
stab or strike or wound.
 Employee turnover refers to the number or percentage
of workers who leaves an organization and are replaced
by new employees.
 There are various types of employee turnover exist,
the general definition is that the employee turnover
occurs when the employment relationship ends.
 There are various kinds of employee turnover.
 1) Involuntary Turnover.
 2)Voluntary Turnover
 3)Desirable\ Functional Turnover.
 4)Undesirable\ Dysfunctional Turnover.
 1.INVOLUNTARY TURNOVER:
 Employee termination for poor job performance, absenteeism
or violation of work place policies is called involuntary
turnover. It is also includes termination, firing or discharge.
This involuntary is wasn't the employees decision to leave the
organization. Lay off is also considered to be a involuntary
turnover. It is a temporary suspension or permanent
termination of employment of an employee.
 2.VOLUNTARY TURNOVER:
 Voluntary turnover occurs when employees leaves the
organization with their on wish. Employees resign, retire or
simply leave the organization for other reasons are known as
voluntary turnover.
 3)Desirable\ Functional Turnover:
 Functional turnover doesn’t hurt the company.
Employees who elect to leave their jobs might be
part-time employees without unique skills, or they’re
simply not top performers. The loss of their talents
doesn’t prevent work from getting done effectively. If
they’re poor performers, the company can even
benefit by replacing them with better performers and
improving the quality outcome of the affected jobs.
With functional turnover, the benefits gained by
replacing outgoing employees exceed the costs
incurred.
 4)Undesirable\ DysfunctionalTurnover:
 Dysfunctional turnover does hurt the company. The costs
exceed any potential benefits. Some employees who are
leaving might be top performers whose work has proved to
have a direct impact on profitability. Others might have
unique skills that are hard to come by, making it difficult –
and costly – to recruit and hire replacements. Losing too
many minority group members can affect the diversity of a
company’s workforce. When a company loses too many
employees that fit any of these scenarios, the costs associated
with replacing them combine with other costs, such as those
associated with quality problems and customer complaints.
 Downsizing is the reduction in number of work force
due to lower profitability. Downsizing intended to be
a permanent downscaling and lay off intended to be a
temporary downsizing.
 Organizations uses several techniques in downsizing
including providing incentives to take early
retirement and transfer to subsidiary companies. But
the most common technique is to simply terminate
the employment of a certain number of people.
 There are several types of strategies that can be used to make
reduction effort for organization and employee.
 1) WORK FORCE REDUCTION: One of the most popular
downsizing strategies is workforce reduction. This action involves
laying off or firing employees, mandating early retirement and
transferring individuals to fulfill critical positions. The central goal
in work force reduction is to eliminate un necessary positions and
hence reduce head counts.
 2) WORK DESIGN: Medium term strategy in which
organization focuses on work process and assess whether specific
functions, products should be eliminated.
 3) SYSTEMATIC CHANGE: Long term strategy that changes
the organization culture and attitudes and employee values with
the goal of reducing cost and enhancing qualities.
 REASONS FOR ORGANIZATION
DOWNSIZING
 Decline profit.
 Merging with another organization.
 Introduction of new technologies.
 The need to reduce operating costs.
 The desire to decrease the level of
management.
 Sexual harassment at work place is defined as
unwelcome sexual advances requests for sexual
favour and other verbal or physical conduct of a
sexual nature. Mainly there are three type of
sexual harassment.They are,
 1) Physical sexual harassment.
 2) Verbal sexual harassment.
 3) Non-verbal sexual harassment.
 PHYSICAL SEXUAL HARRASMENT
 Physical violence
 Physical contact, e.g. touching, pinching
 The use of job-related threats or rewards to
solicit sexual favors.
 Giving a massage around the neck or shoulders ·
 Touching the person's clothing, hair, or body ·
 Hugging, kissing, patting, or stroking
 VERBAL SEXUAL HARASSMENT
 Comments on a worker’s appearance, age, private life, etc.
 Sexual comments, stories and jokes
 Sexual advances
 Repeated social invitations
 Insults based on the sex of the worker
 Condescending or paternalistic remarks
 Turning work discussions to sexual topics ·
 Telling sexual jokes or stories ·
 Asking about sexual fantasies, preferences, or history ·
 Asking personal questions about social or sexual life ·
 Making kissing sounds, howling, and smacking lips ·
 Making sexual comments about a person's clothing, anatomy, or looks
 Repeatedly asking out a person who is not interested ·
 Telling lies or spreading rumors about a person's personal sex life
 NON-VERBAL SEXUAL HARASSMENT
 Display of sexually explicit or suggestive material
 • Sexually-suggestive gestures
 • Whistling
 Looking a person up and down (Elevator eyes) ·
 Staring at someone · Blocking a person's path ·
 Following the person ·
 Giving personal gifts ·
 Displaying sexually suggestive visuals ·
 Making sexual gestures with hands or through body movements ·
 Making facial expressions such as winking, throwing kisses, or
licking lips .
 CONCLUSION

o Our values & personality explain our preferences and the

situations we feel comfortable with.
o Personality may influence our behaviour, but the importance
of the context in which behaviour occurs should not be
neglected.
o One solution to assist facing the obstacles in an organizational
creative endeavour is to have one or more visionary leaders
who have been through the creative process.
Thank you