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The success of an organization may be dependent on limiting the potential for deviant behavior, and if necessary, reacting to deviant behavior in a positive way. Focusing on the successful management of deviant behavior in the workplace and the role of the organization in creating conditions for this behavior is a crucial topic of study for those interested in Organizational Behavior and Human Resource Management. Managing Organizational Deviance goes beyond questions of control to also consider ethical dimensions of conduct. As a result, it teaches students who will go on to inhabit organizations to become familiar with the ethical implications of deviant and dysfunctional behavior in addition to managing this behavior in an effective way.  

Organizational Deviance and Culture: Oversights and Intentions
Organizational deviance and culture: Oversights and intentions

Consider the seemingly simple concept of punctuality, which may be seen by some to be trivial but also is critical to the way in which numerous organizations function. In many countries (e.g., England, Australia, Canada, the United States), when a person is significantly late, it is expected that he or she apologize (Brislin & Kim, 2003). However, what is considered to be “significantly” late may vary between organizations and across cultures. For example, punctuality is a very precise concept in England, whereas punctuality is fluid in Peru, where being 10 minutes tardy might not be considered to be significantly late (Brislin & Kim, 2003).

Imagine that the American leader of a transnational team ...

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