By N2H

Roles & Interaction in organisation

January 5, 2008

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Role Theory is a study of individual and his tasks or activities. It seeks to understand how an individual reacts given a particular situation.

The concept of role theory

a)Role set

This is the group of people interacting with the focal person (the subject under consideration) the set includes all those with whom the individual has more than trivial interactions.

b)Role definition

The definition of any individual’s role in any situation will be a combination of the role expectations that the members of the role set have of the focal role. The expectations are often occupationally defined e.g. security officer, lecturer e.t.c.

The particular role at any given time should be clear for example using a role sign.

Roles without signs often lead to confused or defined expectations of the role of the focal person.

c)Role ambiguity

This results when there is some uncertainty in the minds of either the focal person or of the members of his role set as to precisely what his role is at any given time.

d)Role incompatibility

This arises when the expectations of the members of the role set are well known, but are incompatible as features of the same role e.g. the company policy may dictate working mode and subordinate expect independence.

e)Role conflict

This results from the necessity for a person to carry out one or more roles in the same situation.

f)Role Overload

This is the situation where the number of roles that one person has to handle become too much.

g)Role Under-load

This arises when an individual feels that the role definition is out of line with his self concept.

Note:

It is the individual perception that causes role underload.

Role stress

Role ambiguity i.e. unclear role expectations, role incompatibility (i.e. differing expectations), role conflict (i.e. overlapping or conflicting roles), role overload (i.e. too many roles) and role underload (i.e. too few roles) can lead to what is called role stress.

Stress can be good since most people need some form of stress to bring out their best performance. If the stress is of the wrong form or much then it becomes damaging. Beneficial stress is called role pressure, and harmful stress is called role strain.

Symptoms of role strain

a) Tension e.g. irritability

b) Low morale e.g. low confidence in the organization, expression of dissatisfaction with the job e.t.c.

c) Communication difficulties.

If role strained seems to underlie with those behavior patterns, the next step is to identify the types of the role patterns.

Strategies for declining with role strain

The individual can cope with role strain by:

a) Repression

i.e. the individual refuses to admit there is a problem.

b) Withdrawal

i.e. the individual retreats behind a psychological barrier or leaves the organization.

c) Rationalization

The individual decides that the conflict is inevitable and that he must live with it.

Strategies for each type of role problem

a) Role Ambiguity

Attempt to clarify his/her role definition.
Enforce his expectations on other members of the role set.
Asking for clarification other specifically or by precedent from key members of the role set.

b) Role Incompatibility

Deciding privately to give preference to the more important members of a role set and down grading the expectations of the others.
By asking for a resolution of the incompatibility from the affected parties.

c) Role Conflict

By reducing the importance of one of the roles so that performance in that role is no longer a bother to himself.
Compartmentalization: so that roles do not overlap by setting up roles and procedures to maintain those compartments.

d) Role Overload

Downgrading the importance of some of the roles.
By an agreed re-assignment of role responsibilities and priorities.

e) Role underload

By exercising irritant powers to increase invisibility felt presence in the organization?
By taking on someone else’s role in addition to your own.

Implication of stress

There are 5 organizational situations that are likely to create role problems and therefore stress for the individual.

a) Responsibility for the work of others

b) Innovative functions: Innovative activities led to conflicting priorities, the organization may be in favor of the states quo and the manager may be at loss as whether to be innovative.

c) Integrative and bonding functions: These are coordinating functions between various groups. There may be inadequate control over their demands for resources.

d) Relationship problems

e) Career uncertainty

Written by admin · Filed Under Organisations

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