The Main Causes and Implications of Perpetual Distortions and Errors

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Recommended: the importance of performance evaluation in any organisation

The fundamental role in management is attaining predetermined objectives through cooperation of staff and other parties. Organizations therefore attain their goals by utilizing the competence of their employees and this mostly applies to the executive members who are mandated with the responsibility of overseeing the development of the company’s priorities. However, there are instances when the employees at any level in the organization may experience problems due to distortions, which may cause errors and in the process compromise the goals and priorities of an organization.

One of the possible causes of errors is failure to accept personal responsibility. The executive members for example are faced with many challenges of making the right decisions at the right time. This involves engaging in organizational consultation in order to develop the expected returns (Boin 2010). However, the management has to ensure that the company is compliant with the risks involved in any decision-making venture and hence bear the accountability associated with any eventual fate. If the employees fail to take the personal responsibility; they not only jeopardize the efforts of the other parties involved, but also endanger the company’s corporate goals.

Personal problems may also cause distortions and lead to development of errors. Any employee working for a certain corporation should distinguish between corporate and personal problems (Center for Error Management 2004). One of the most common problems is financial constraints that cause employees to lose focus as they try to find ways of generating extra income. In such instances, the employees become stressed up and this increases the possibility of errors. Combining personal problems with w...

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Center for Error Management 2004, Avoiding Human Error - Creating the Right Environment, viewed 17 August 2011, < http://manageerror.com/n_asq.htm >

Daft, R. L 2007, Management, Cengage Learning, New York, NY.

Furlong, G. T 2005, The conflict resolution toolbox: Models & maps for analyzing, diagnosing and resolving conflict, John Wiley and Sons, New York, NY.

Howell, W 2000, ‘Human Factors and the Challenges of the Future’, Psychological Science, vol. 5, no.1, pp. 4-7.

Joyce, P & Woods, A 2010, Strategic management: a fresh approach to developing skills, knowledge and creativity, Kogan Page Publishers, London.

Kartzellm, R & Yanalorich, G 2000, Work, Productivity and Job Satisfaction, University Press, New York, NY.

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