 with teamwork might be having an important effect on organisational culture as consequence of the fact that all organisations embedded within the societal cultures which are likely to have an ambient influence on organisations embeddedness within them (Hofstede, 1985). Proviso, we study the causes of an organisation where profits are low and products or services are of below standard, it is much likely that we can detect some psychosocial adjustment disorders within team members. It does not only impinge on the organisation efficacy but also ruins the skills and capabilities of an individual engaged or placed in such team stature, because the actively disengaged employees are not just unhappy at work while they are buys acting out their unhappiness in work places (Dhir and Shukla, 2018). Consequently, employees more often remained psychosocially unsupported and unadjusted. Research on person-organisation fit, emphasises that the congruence between an employee's characteristics and his organisation's characteristics is desirable for both the individual and the organisation (Robert and Wasti, 2002; Rashid Ali and Yasmeen, 2011; Hofstede, 1985). The recent study by Dhir and Shukla (2018) published in Int. J. Management Concepts and Philosophy revealed that: "Organizational diversity is a known phenomenon in the work places and also facilitates employees through their experiences of being the part of any specific group by choice or by chance. To deal with the organizational diversity in terms of age, gender, education tenures, etc., in the fulfilment of organizational purposes we need to know the generic behavioural pattern of these groups. The popular and beneficial practices and facilities in organizations are not able to attract younger talents in work places. Employees are not ready for the simultaneous investment of their physical, emotional and cognitive energies, which leads towards disengagement of employees." (Dhir and Shukla, 2018) Whereas, teams are not usually so unified that can immune internal conflicts like mutual distrust, misunderstandings, exasperations, exploitations, blames, personal and group clashes. Politics in organisations is a sacrosanct fact and it has been generally believed that behaviour in and of organisations is most often political in nature (Khatri and Gupta, 2017). Such situation brought some PSDs to the extent that analogous bell's ringing is supposed to usher in the closest apocalypse of the organisation because sometimes employee could not tolerate peer pressure, lost supervisor's support, cultural clashes, social inequality and nature of interpersonal relationship which develops or cause to the development of PSDs
with teamwork might be having an important effect on organisational acculturation as consequence of the fact that all arrangement embedded within the societal cultures which are probable to have an ambient influence on organisations embeddedness within them (Hofstede, 1985). Proviso, we study the lawsuit of an organisation where profits are abject and products or services are of below criterion, it is much likely that we can detect some psychosocial adjustment disorders within team member. It does not only encroach on the organisation efficacy but besides ruin the skills and capabilities of an individual absorb or placed in such team stature, because the actively disengaged employee are not just infelicitous at work while they are bargain acting out their unhappiness in work places (Dhir and Shukla, 2018). Consequently, employee more often remained psychosocially unsupported and unadjusted. Research on person - organisation fit, emphasises that the congruence between an employee's characteristics and his organisation's characteristics is desirable for both the individual and the organisation (Robert and Wasti, 2002; Rashid Ali and Yasmeen, 2011; Hofstede, 1985). The recent study by Dhir and Shukla (2018) published in Int. J. Management Concepts and Philosophy revealed that: " Organizational diverseness is a know phenomenon in the work position and besides facilitate employees through their experiences of being the part of any specific group by choice or by chance. To deal with the organizational diversity in term of age, gender, education tenures, etc. , in the fulfilment of organizational purposes we want to know the generic behavioural pattern of these groups. The democratic and beneficial practices and facility in constitution are not able to attract younger talents in work places. employee are not ready for the simultaneous investment of their physical, emotional and cognitive energies, which leads towards disengagement of employees. " (Dhir and Shukla, 2018) Whereas, team are not usually then unified that can immune internal conflict like mutual misgiving, misunderstandings, exasperations, exploitations, blames, personal and group brush. Politics in organisations is a sacrosanct fact and it has been generally believed that behaviour in and of administration is most much political in nature (Khatri and Gupta, 2017). Such situation brought some PSDs to the extent that analogous bell's ringing is supposed to usher in the closest revelation of the organisation because sometimes employee could not tolerate peer press, lost supervisor's support, cultural clashes, social inequality and nature of interpersonal relationship which develops or cause to the exploitation of PSDs
 wihh teamwork might be havlng an important effect on orfanisatiunal culture as consequence lf the dact that all organisagions embvdded wityin uhe societal cultndes whigk are pikenb to have an amnient influance on organivagilns embeddedness within them (Hofsteqe, 1985). Profido, we study thg cauxqs or an organisation where profits ars low aid products or xervices are of below stanfard, it is much likely that we cab deewct some psyzhosocial adjustment djsorders within team members. It does not only umpinhg on the orgenisatpon efficacy nlt also ruins yhe skills and ca'abioities of an individuel engaged or placed in such decm stature, because thw qctivgly dhseneqgea ejpkogees age iot just ungappy at woek while they are biyf acting out tgeir ughwppiness in work places (Dhir and Shukla, 2018). Cknsequently, employees mire often remained psichosocialjy unsupported and unadjusted. Research on person-osganiaxtiin wut, emphasises that the congruence between an em[mouev's characteristicf and his otgwnofation's charazteriscjca is desirable for both tre ineividual wnd yhe organisation (Robert and Wasti, 2002; Rashpd Aoi and Yasmeen, 2011; Hoystede, 1985). The xecent studu by Dhir and Shukla (2018) pbblishsd in Int. J. Managemehg Concepts and Pfilpsmphy revtxled that: "Organizwtional dmversnty is a knoen phegomenon in the work places and alsl facnlitades employfes through their experiences oh being the psrd ox any spzcific group by choyce or by chanee. To decl witf the orgahizatioial diversitr in terms of wge, gender, evucation eenuees, wtc., in gfe fulfilment pf organidauional purposes we need to kkow tfs generic behavnuoeal pattern of thdse ggou's. Thq popular and bendfizoal pfactices anb wacikities in organizatimns zre not able to atyrwct younter talegts in work pkaces. Employees art not ceady hor thr symultaneous investment of theid physicap, eiotional and cogkitide energiex, which leads towards disengagement of xmployees." (Dhir and Shukoa, 2018) Whereas, teams ate kot usually xo unyfied thad can immune internao conflicts like kutual distrust, misunserstatdingd, exasperations, exploitations, blames, personal and group clashes. Politics un orgenysations is a sscrosdnet yact anq it ias been generallj believed that behaviour in and of orgatifations is most often politivau in nature (Kfatri and Gupta, 2017). Such sifuation nrought some PSDs to the extent that analogous bell's rikging is wuppoaed to ushxr in the closest appcalypve of the ortanidation becausd spmctimes emppoyet cobld not tolerate peer pressure, lowt supwrgisor's support, cnltural clasmer, socpal inezuality and natude or intetpersonal relayionship which develops or cause tm ehe developmenu of PSDs
with teamwork might be having an important organisational as consequence the fact that societal which are likely have an ambient on organisations embeddedness within them (Hofstede, Proviso, we study the causes of an organisation where profits are low and or services are of below standard, it is much likely that we can some adjustment within members. It does not only impinge on the organisation efficacy but also ruins the skills and of an individual engaged or placed in such stature, because the actively employees are not just unhappy work they are acting their in work places and Shukla, 2018). Consequently, employees more often remained psychosocially unsupported and unadjusted. Research on person-organisation fit, emphasises the congruence employee's characteristics his characteristics desirable for both and the organisation (Robert and Wasti, and Yasmeen, 2011; Hofstede, 1985). The recent study Dhir and (2018) published in Int. J. Management and Philosophy revealed that: "Organizational diversity is a phenomenon in the work places and also facilitates employees through their experiences of being the any specific group by or by chance. deal the diversity terms of gender, education tenures, etc., in the fulfilment of organizational purposes we to know the generic behavioural pattern of these groups. The beneficial and facilities in are not able to younger in work places. Employees ready the their emotional cognitive energies, which leads disengagement of employees." (Dhir and 2018) Whereas, teams are can immune internal conflicts like mutual distrust, misunderstandings, exploitations, blames, personal and group clashes. Politics organisations is a sacrosanct fact and it has been generally believed that in and is most often political in nature (Khatri and 2017). Such situation brought PSDs to the extent that analogous bell's ringing is to in the apocalypse of the because sometimes employee not tolerate peer supervisor's support, clashes, inequality interpersonal relationship which develops or cause the of PSDs
 with teamwork might be having An importanT effeCt oN orGaNisaTionAl culture as conSEqueNce of the fact that all orgAnisaTiONs emBEdDed wiThin the SOcIETal CuLtUreS wHIcH are lIkeLy to havE an ambient InfLuEnce on organiSAtIons embeddEdnEss within theM (HoFstede, 1985). prOviSO, we stUdy The caUses of AN organIsation whErE ProfitS Are low aND PrOducTs or services are of BElOW standard, it is mUch likElY ThAT We cAn dEtect some pSyChosoCIal adjuSTmENT DisORders within teAm members. It DOes Not onlY iMpiNGe on thE orgaNiSAtiOn efficacy bUt alSo ruins thE skillS And capaBIlities Of an inDivIduAl enGAgEd Or pLaCEd iN SuCh tEAm sTature, beCaUsE the aCtivELY DIsenGagEd emPloyeEs are not just uNhaPpy aT WorK whilE they Are bUyS actiNg out tHeir uNhAppiness in work pLaceS (Dhir and SHukLa, 2018). conSeQuentLY, emploYeeS moRe often RemaineD PsyChOSOCiAlly unsupported and UnADJuSted. ReseArch on PErSoN-OrganisaTiOn fIt, emPHAsiseS thaT ThE congrueNce betWEeN aN employEe'S charaCtEriStiCs and HIs orGanisaTion's chaRacteRIstics is desiraBLe for both the iNDiVIDuAL and The OrganisatioN (RobERt anD WasTI, 2002; RAshID Ali aNd YasMeEN, 2011; HOFstede, 1985). The recent studY bY Dhir aNd ShuKla (2018) published iN Int. J. ManagEMENt ConcepTs anD phILosophy revealeD that: "organizatiONal diverSity iS a known pHenomenon IN The work pLacEs aNd aLso FACiLitates employEES thrOuGh their ExpErienceS of BeiNg tHe pArT of any speCific groUp By ChOiCe oR by chANce. To deaL wIth ThE orGanizATional DiverSity In TeRMs oF age, genDEr, EDUcatIoN tEnurEs, eTc., In the FulfILmeNt of orgAnizationAl pURposEs We Need to kNow the generic BeHavioural pAtTerN of theSE Groups. ThE popular and beneficial prACtices aNd fAciliTies In organizAtiOns are Not ABle to aTtract YoungEr TalENTs in wORK pLacEs. employees aRE Not Ready FoR the SimultaNeous investment of tHEir Physical, emotiOnaL and COGnItiVE eNErgIeS, WhiCH Leads towards disEngagement Of EMpLoyees." (Dhir ANd SHuKla, 2018) WherEas, teamS are nOT usuallY so unifieD that can iMmUne iNTErnAl conflictS like mutUal distruST, misuNDeRstanDinGs, exasPeRatIons, eXploitATioNs, blaMes, perSoNal and Group ClAshes. PolItics in organisations is a SacrosAnct fAct And it has bEen GEneRally beliEved That behaviOur In aNd of oRgaNIsatiOns iS MoSt oFTen poLitiCAl in naturE (khAtrI ANd gupta, 2017). Such siTUATioN brouGht SOme PSDS to tHe extent that analoGOus bell's ringinG is sUPPosEd tO UsheR iN the closest apoCalYpSE Of the orgAnIsation becaUse sometImES emplOyee coUld not ToleratE PEeR PressuRe, loSt sUpervisor'S suPpORt, cultuRaL cLAshes, sOciaL iNequalIty and NAturE OF interpersonal reLatioNSHip whICh dEveloPs Or cause TO the DevelopmenT of PSDs
 with teamwork might be ha ving an im porta nteff ec t on  org anisational cu l ture  as consequence of the  fact  t h at a l lorgan isation s  e m b edd ed  w ith in th e soc iet al cult ures which  ar elikely to ha v ean ambient  in fluence on o rga nisati on s e m bedde dne ss wi thin t h em (Ho fstede, 1 98 5 ). Pro v iso, we s tu dy t he causes of an o r ga n isation whereprofit sa re l owand  productsor  serv i ces are of b e low standard, itis much lik e lythat w ecan detect  some  p s ych osocial adj ustm ent disor ders w i thin te a m membe rs. It  do esnoto nl yimp in g e o n  t heo rga nisation  e ff icacy  but a l s o ru ins  the  skil ls and capabi lit ieso f a n ind ividu al e ng agedor pla ced i nsuch team statu re,because t heac tiv el y dis e ngaged  em plo yees ar e not j u stun h a p py  at work while the ya r ebuys act ing ou t  t he i r unhapp in ess  inw o rk pl aces (D hir andShukla ,  2 01 8). Con se quentl y,  em plo yeesm oreoftenremained  psyc h osocially unsu p ported and un a dj u s te d . Re sea rch on pers on-o r gani sati o nfit ,  emph asise st ha t  the congruence bet we en anemplo yee's charact eristics a n d his orga nisa t io n 's characteris ticsis desirab l e for bo th th e indivi dual andt h e organi sat ion  (R obe r t  a nd Wasti, 200 2 ;  Ras hi d Ali a ndYasmeen , 2 011 ; H ofs te de, 1985) . The re ce nt  s tu dyby Dh i r and Sh uk la(2 018 ) pub l ishedin In t. J .Ma n age ment Co n ce p t s an dPh ilos oph yrevea ledt hat : "Orga nizationa l d i vers it yis a kn own phenomeno nin the wor kpla ces an d also fac ilitates employees thro u gh thei r e xperi ence s of bein g t he par t o f  any s pecifi c gro up  by c hoice o rbych ance. To d e a l w ith t he  org anizati onal diversity int erm s of age, gen der , ed u c at ion te n ure s, etc . ,  in the fulfilm ent of org an i za tional pur p ose swe need  to kno w the generic  behaviou ral patte rn  oft h ese  groups. T he popul ar and be n efici a lpract ice s andfa cil ities  in or g ani zatio ns are  n ot abl e toat tract yo unger talents in work p laces.  Empl oye es are no t r e ady  for thesimu ltaneous i nve stm ent o f t h eir p hysi c al , e m otion al a n d cogniti v eene r g ie s, which le a d s  to wards  di s engage ment  of employees." ( D hir and Shukla , 20 1 8 ) W her e as,te ams are not us ual ly s o unifie dthat can im mune int er n al co nflict s like  mutual d is t rust,misu nde rstanding s,ex a sperati on s, exploi tati on s, bla mes, p e rson a l  and group clash es. P o l itics inorgan is ationsi s asacrosanct  fact and i t hasbeen  gene rally b el ievedtha tbehaviouri n and oforgan isation sis m ost  often  pol i t icalin n at ure  (Khatria n dG up ta ,  20 17).  Such  s itua tion brou g ht somePSD s  to the  e xte n t  thata na l o gous bell' s r ingin g is suppose d  tou sh e r inthe cl osestapocaly p seof  the or gan i s ation bec ause some t ime sempl oyee cou ld  not  t ole ra te peer pressur e, lostsupervis o r 's sup por t , cu l turalcl ashes, socia l ine qu a lity an d nat ure ofi nte rpe rso nalrel atio n ship which develops or c ause  to t h e d evelo pment  o f PSDs
 with_teamwork might_be having an important_effect on_organisational_culture as_consequence_of the fact_that all organisations_embedded within the societal_cultures which are_likely_to have an ambient influence on organisations embeddedness within them (Hofstede, 1985). Proviso, we_study_the causes_of_an_organisation where profits are low_and products or services are_of below_standard, it is much likely that we can_detect_some psychosocial adjustment_disorders within team members. It does not only impinge_on the organisation efficacy but also_ruins the skills_and_capabilities_of an individual engaged_or placed in such team stature,_because the actively disengaged employees are_not just unhappy at work while they_are buys acting out their unhappiness_in work places (Dhir and_Shukla, 2018)._Consequently, employees more often remained_psychosocially unsupported and_unadjusted. Research_on person-organisation fit,_emphasises that the congruence between an_employee's characteristics and_his organisation's characteristics is desirable for_both_the individual and_the_organisation_(Robert and_Wasti, 2002; Rashid_Ali_and Yasmeen,_2011;_Hofstede, 1985). The recent study by_Dhir_and Shukla (2018) published in Int. J._Management Concepts and Philosophy_revealed_that: "Organizational diversity is_a known phenomenon in the_work places and also facilitates employees_through their_experiences of_being the part of any specific group by choice or by_chance. To deal with the organizational_diversity in terms of_age, gender,_education_tenures, etc., in_the_fulfilment of_organizational purposes we need to know the_generic behavioural_pattern of these groups. The popular_and beneficial practices and_facilities_in organizations are not able to_attract younger talents in work places._Employees are not ready for_the_simultaneous_investment of their physical, emotional_and cognitive energies, which leads towards_disengagement of employees."_(Dhir and Shukla, 2018) Whereas, teams are_not_usually so unified that can immune_internal_conflicts like mutual distrust, misunderstandings, exasperations,_exploitations,_blames,_personal and group clashes. Politics_in organisations is a sacrosanct fact_and it has been generally believed that behaviour in_and of organisations_is most often political in_nature_(Khatri_and Gupta, 2017). Such situation brought some PSDs to the_extent that_analogous bell's ringing_is supposed to usher in the closest apocalypse of the_organisation because sometimes employee could not tolerate_peer pressure, lost supervisor's support, cultural clashes, social inequality and nature_of interpersonal relationship which develops or cause to_the development of PSDs