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Organizational Behavior Issues in the US and the UAE Essay

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Updated: May 10th, 2021


Various issues influence organizational behavior in different ways that determine the realization of the set goals and objectives of a firm. For instance, the gender pay gap issue has attracted the attention of interested parties at the time when women continue experiencing a significant degree of discrimination in terms of remuneration. Additionally, dysfunctional conflicts in the workplace environment affect the relationship of employees in an organization to a considerable extent. Process knowingness groupthink is also another issue that undermines the effectiveness and efficiency of strategic decision-making processes in an organization. Nonetheless, the leadership style that an organization adopts may facilitate the eradication and control of issues, which undermine its operations. Similarly, policies such as emiratization adopted by companies in the UAE significantly influence their performance. In this regard, it is crucial to discuss organizational issues, including the gender pay gap, dysfunctional conflicts, groupthink, leadership, and the emiratization concept.

The Gender Pay Gap

The gender pay gap has been a contentious issue in the recent past. Women continue complaining about the low remuneration packages they receive compared to those men do. Despite the existence of equal-pay policies over the decades, employers and managers still subject women to a lower pay while men continue benefiting from increased remuneration packages. Importantly, men and women should be subjected to the same salary given that they have the same experience or qualifications, seniority, and performance as provided by the legal frameworks on remuneration and ethical standards (Ivancevich et al. 197). In this regard, there is the need for employers and managers to establish remuneration frameworks that foster equality, regardless of an employee’s gender.

Employers and managers need to ensure that they observe legal provisions that advocate for equal pay. Employers and managers should observe the Equal Pay Act of 1963 since it curtails discrimination based on gender for men and women who perform the same work. Additionally, there is the need to encourage women to assume jobs and fields that pay more in line with their experience. Furthermore, employers and managers may encourage women to work for more hours to earn a salary package similar to that of their male counterparts. Besides, employers and managers may give room for women to negotiate their pay packages to match their qualifications. Moreover, offering women flexibility at work, improved maternity-leave policies, and free childcare is also a considerable step towards lessening the gender pay gap (Ivancevich et al. 198). By so doing, employers and managers will have played a significant role towards eradicating the gender wage gap witnessed in contemporary organizational settings.

Dysfunctional Conflicts

Dysfunctional and functional conflicts are common in the workplace environment. Dysfunctional conflicts refer to detrimental disagreements that take place between individuals or groups in an organization. Important to note, such conflicts undermine the performance of individuals or groups and consequently the success of the organization. Conversely, functional conflicts denote constructive and healthy disagreements that occur between individuals or groups in a given environment (Ivancevich et al. 311). Thus, functional conflicts benefit individuals or groups compared to the case of dysfunctional disagreements.

A dysfunctional conflict occurred when I worked in a group presentation in my organization following a member’s poor communication and time mismanagement. The team member not only failed to respond to e-mails but also could not complete tasks on time. The conflict undermined my performance, owing to other members’ lack of cooperation. In addition, the dysfunctional conflict destabilized the group’s coherence and productivity in an array of ways. Notably, the lack of effective communication interrupted the group’s coherence since other members failed to respond promptly to important issues and actions that were required for the presentation. Furthermore, the issue of lateness undermined the group’s productivity in delivering the presentation.


The groupthink issue is common in organizational settings that uphold group consensus. Particularly, the groupthink phenomenon denotes a situation in which the wish for common consensus supersedes people’s common sense need to offer alternatives, express a contrary opinion, or comment on a position (Ivancevich et al. 423). According to Irving Janis, a research psychologist at Yale University, virtually all groups are characterized by process knowingness groupthink that leads to poor strategic thinking. The decision-making approach takes place in groups that have a similar outlook. Consequently, groupthink undermines the realization of creative decisions required to foster strategic approaches in an organization. Therefore, there is the need for managers to establish measures that discourage groupthink to streamline strategic decision-making processes.

Managers may consider limiting the size of groups to at least 10 members, a strategy that will undermine group consensus arising from a larger team. Additionally, managers need to consider integrating external perspectives in decision-making processes to prevent the occurrence of groupthink. A manager may also consider lengthening the period of discussion to allow the evaluation of various options from a non-typical discussion process. The development of multiple solutions is also recommended towards eliminating groupthink in the decision-making process since members consider various alternative solutions to a given problem. Consequently, the management of an organization will support the realization of creative and critical thinking approaches to strategic issues.

Charismatic Leadership

Charisma refers to the charm or a captivating attractiveness that inspires people to demonstrate a sense of loyalty. In most cases, charisma is considered a talent or power that is conferred divinely. Thus, a charismatic personality is unique since it is not common among all people. Charisma is responsible for instilling emotions among others to the extent of influencing their actions towards a particular course (Ivancevich et al. 457). For this reason, charismatic leadership attracts a significant following, owing to the emotions it evokes among followers.

The major types of charisma include focus, visionary, kindness, and authority. The focus type of charisma is centered on being present and listening carefully to other people’s concerns. The visionary type is founded on inspiration and great energy. The kindness category of charisma is characterized by authentic care, sympathy, and compassion. Moreover, power forms the pillar of the authority type of charisma (Ivancevich et al. 457). The notable charismatic leaders include Adolf Hitler, Fidel Castro, Winston Churchill, Mahatma Gandhi, Martin Luther King, Jr., Nelson Mandela, and Barrack Obama among others. The mentioned charismatic leaders influenced their followers considerably since they pushed for radical changes in the society.

During the reign of Adolf Hitler, multitudes believed in his charismatic leadership, despite his negative approach to justice based on emotion rather than logic. Hitler’s charismatic leadership promised the redemption and salvation of Germans after the devastation of the Second World War. The leader instilled emotions among Germans in a manner that was likened to a religious approach. Thus, he won the loyalty and trust of people, despite his controversial actions. Hitler also possessed a clear vision that helped him to convince Germans and the entire world about his mission. Therefore, the visionary aspect of Hitler’s charisma helped him to win the belief of Germans, regardless of his emotional stance towards conquering Europe.


The United Arab Emirates (UAE) adopted the emiratization policy that seeks to streamline the employment of citizens in the country’s public and private sectors. The initiative is advantageous since it seeks to foster the creation of employment among local citizens, thus mitigating the country’s unemployment issue. Additionally, the initiative is advantageous because it promotes the development of human resources in the country, especially by empowering the local population. Nonetheless, the emiratization initiative hinders the competitiveness of multinational corporations in the private sector. Notably, most of the local citizens lack the expertise required to undertake specific tasks in the public and private sectors, a situation that undermines the performance of organizations. The emiratization strategy also hinders the embracement of diversity in organizational settings, thereby limiting organizations from realizing the associated benefits.

Amid the need to foster the realization of employment opportunities among the UAE citizens, there is the need for the comprehensive development of local human resources through programs such as education and training. Thus, companies in the UAE need to uphold the essence of training the workforce to acquire the required skills and knowledge to execute particular tasks. Furthermore, motivating local and foreign employees in the UAE-based companies is a considerable approach towards realizing desirable results from the emiratization concept.


Achieving success in organizations requires employers and managers to address issues that bring dissatisfaction among employees. For instance, as revealed in the paper, closing the gender pay gap, addressing the issue of groupthink, and mitigating all dysfunctional conflicts may bring fulfillment among workers. This strategy is bound to enhance an organization’s productivity. In addition, the paper has examined Adolf Hitler’s charismatic leadership that saw him win the hearts of his followers, despite his emotion-centered personality. Furthermore, the paper has revealed various advantages and disadvantages of the concept of emiratization that is deployed in many UAE-based organizations.

Work Cited

Ivancevich, John et al. Organizational Behavior and Management. 9th ed., McGraw-Hill Education, 2012.

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"Organizational Behavior Issues in the US and the UAE." IvyPanda, 10 May 2021, ivypanda.com/essays/organizational-behavior-issues-in-the-us-and-the-uae/.

1. IvyPanda. "Organizational Behavior Issues in the US and the UAE." May 10, 2021. https://ivypanda.com/essays/organizational-behavior-issues-in-the-us-and-the-uae/.


IvyPanda. "Organizational Behavior Issues in the US and the UAE." May 10, 2021. https://ivypanda.com/essays/organizational-behavior-issues-in-the-us-and-the-uae/.


IvyPanda. 2021. "Organizational Behavior Issues in the US and the UAE." May 10, 2021. https://ivypanda.com/essays/organizational-behavior-issues-in-the-us-and-the-uae/.


IvyPanda. (2021) 'Organizational Behavior Issues in the US and the UAE'. 10 May.

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