...The Toxic Workplace Organizational Behaviour Purpose: The purpose of this paper is to examine the inter-relationship of incivility and toxicity, how bullies are able to become toxic managers, and how they are allowed to develop in a toxic organization. We also analyze the development of organizational pain and how toxin handlers deal it with. Finally, we hope to assess if there is any validity to claims that ‘Generation Z’ is responsible for the recent prevalence of workplace toxicity. What is a toxic workplace? Overview of Toxicity: “Violence, aggression, bullying, tyranny, harassment, deviance, and injustice …” (Cortina 2001), the ‘magnificent seven’ anti-socialites comprising Workplace Toxicity. A relatively new field of study, the idea of workplace toxicity develops from the impact of bullying, and the emotional consequences it has on the organization. There has been surging interest over the past two decades on the cause and effect of bullying in the workplace (Rayner, 2002); and an ever-growing number of studies, since Leymann in 1990, would suggest that interest in this field may be attributed to the increase of disgruntled employees and employee violence which became prevalent in 1986 (the USPS incident in Edmond, Oklahoma). “There are three inevitable results of toxic workplaces: Poor Performance, Severe Health Issues, and the Loss of Talented Employees. “(Amy Scholten) A toxic workplace can be essentially summed up as any organization...
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...In order to understand what is truly happening, one need to understand what each of these terms mean. “Incivility is one or more rude, discourteous, or disrespectful actions that may or may not have a negative intent behind them” as stated by the American Nurse Association (2001). Examples of incivility in the nursing profession are as follows: (1) Not returning phone calls or e-mails (2) using inappropriate language such as profanity (3) saying negative things about people to coworkers (4) Spreading rumors or gossiping about a coworker behind their back. Jennifer Becher and Visovsky described horizontal violence as “hostile, aggressive, and harmful behavior by a nurse or group of nurses toward a coworker or group of nurses via attitudes, actions, words and/or behaviors” (2012). Other names for horizontal violence include but not limited to lateral violence, workplace incivility, interpersonal abuse, workplace violence, interpersonal conflict, and psychological...
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...Monitoring Melissa Stevens NUR/598 Patricia Dehof April 47, 2015 Monitoring When using research methods to monitor solution implementation there is one that is commonly used in incivility research. In general, “the operational method” is commonly used to measure exposure to workplace bullying through surveys: participants indicate how frequently they are exposed to different bullying behaviors or negative acts that neither refer to the concept of bullying nor ask for bullying recognition (Giorgi, 2012). Having the ability to use different operations on one conceptual variable gives a researcher the ability to key in on the conceptual variable of interest. Using conceptual and measured variables will show the relationship between the two variables. Measured variables can be divided into two types: nominal and quantitative variables. A nominal variable is used to name a particular characteristic i.e. if a person is a male or a female. Quantitative variables use numbers to show how a person has a distinguishing effect. In the operational method two measurement scales are used, the first is the interval scale where there are equal distances between scores on a measure that are comparable to the changes in the conceptual model. Interval scales have a true zero point. A ratio scale allows for the division and multiplication of values. In an ordinal scale, numbers represent if there is more or less of a conceptual variable but, there is not an exact indication of the interval...
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...There are several types of mistreatment that employees endure in organizations including abusive supervision, bullying, incivility, and sexual harassment. Abusive supervision[edit] Main article: Abusive supervision Abusive supervision is the extent to which a supervisor engages in a pattern of behavior that harms subordinates.[14] Bullying[edit] Main article: Workplace bullying Although definitions of workplace bullying vary, it involves a repeated pattern of harmful behaviors directed towards an individual.[15] In order for a behavior to be termed bullying, the individual or individuals doing the harm have to have either singly or jointly more power than the victim. Incivility[edit] Main article: Workplace incivility Workplace incivility consists of low-intensity discourteous and rude behavior with ambiguous intent to harm that violates norms governing appropriate workplace behavior.[16] Sexual harassment[edit] Main article: Sexual harassment Sexual harassment is behavior that denigrates or mistreats an individual due to his or her gender, creates an offensive workplace, and interferes with an individual being able to do the job.[17] Teams[edit] Main article: Team Job-related attitudes and emotions[edit] Organizational behavior deals with employee attitudes and feelings. Job satisfaction is the feelings one has about the job or facets of the job, such as pay or supervision[18] Organizational commitment is the extent to which employees feel attachment...
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...What type of behavior is Dora demonstrating? Explain your answer Incivility is rude speech or behavior one gives to another. Dora is experiencing verbal active indirect incivility. This is when someone propagate lies and rumors about coworkers. They also belittle other people's ideas. Dora is doing this by wanting to intentionally help people to feel needed. She wants other people to have a bad day. She wants other people to have a bed team. This leads her to be the hero for everyone. Then she is able to gossip about how much someone needs her. She belittles other people to make herself feels better and to make up for the lack of self esteem she may be enduring. As a Nurse Manager, how will you handle this situation with Dora?...
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...Title Bullying and harassment in Kuwait airways Numbers, factors, effects and solutions Word Count: 6159 CONTENTS Executive summarry iii I- iNTRODUCTION 1 II- lITERATURE REVIEW 3 1- DEFINITION OF WORKPLACE BULLYING 4 2- aNTECEDENTC OF BULLYING 7 3- CONSEQUENCES OF BULLYING 9 4- AVAILABLE SOLUTIONS 11 III- rESEARCH DESIGN 14 1- mEASURING iNSTRUMENTS 17 2- sAMPLING TECHNIQUES 19 IV- lIMITATIONS 21 V-...
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...THE PRICE OF INCIVILITY LACK OF RESPECT HURTS MORALE AND THE BOTTOM LINE. BY CHRISTINE PORATH AND CHRISTINE PEARSON January–February 2013 Harvard Business Review 115 The Price of inciviliTy R udeness at work is rampant, and it’s on the rise. Over the past 14 years we’ve polled thousands of workers about how they’re treated on the job, and 98% have reported experiencing uncivil behavior. In 2011 half said they were treated rudely at least once a week—up from a quarter in 1998. The costs chip away at the bottom line. Nearly everybody who experiences workplace incivility responds in a negative way, in some cases overtly retaliating. Employees are less creative when they feel disrespected, and many get fed up and leave. About half deliberately decrease their effort or lower the quality of their work. And incivility damages customer relationships. Our research shows that people are less likely to buy from a company with an employee they perceive as rude, whether the rudeness is directed at them or at other employees. Witnessing just a single unpleasant interaction leads customers to generalize about other employees, the organization, and even the brand. We’ve interviewed employees, managers, HR executives, presidents, and CEOs. We’ve administered questionnaires, run experiments, led workshops, and spoken with doctors, lawyers, judges, law enforcement officers, architects, engineers, consultants, and coaches about how they’ve faced and handled incivility. And we’ve collected...
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...250 OB ON THE EDGE The Toxic Workplace It’s not unusual to find the following employee behaviours in today’s workplace: Answering the phone with a “yeah,” neglecting to say thank you or please, using voice mail to screen calls, leaving a half cup of coffee behind to avoid having to brew the next pot, standing uninvited but impatiently over the desk of someone engaged in a telephone conversation, dropping trash on the floor and leaving it for the maintenance crew to clean up, and talking loudly on the phone about personal matters.1 Some employers or managers fit the following descriptions: In the months since [the new owner of the pharmacy] has been in charge [he] has made it clear that he is at liberty to fire employees at will . . . change their positions, decrease their bonus percentages, and refuse time-off and vacation choices. Furthermore, he has established an authoritarian work structure characterized by distrust, cut-backs on many items deemed essential to work comfort, disrespect, rigidity and poor-tono-communication.2 He walked all over people. He made fun of them; he intimidated them. He criticized work for no reason, and he changed his plans daily.3 251 What’s Happening in Our Workplaces? Workplaces today are receiving highly critical reviews, being called everything from “uncivil” to “toxic.” Lynne Anderson and Christine Pearson, two management professors from St. Joseph’s University and the University of North Carolina, respectively, note that “Historians...
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...Workplace Violence: “Not Just A Shooting!” Leadership and Organization Behavior BUS 520 20 May 2011 Table of Contents Abstract………………………………………………………………………3 Introduction…………………………………………………………………..4 Summary, Article 1, Bullying in the 21st Century..….………………………5 Summary, Article 2, Intimate Partner Violence & Its Effects at Work..…….6 Summary, Article 3, Gossip – A Form of Workplace Violence (II)...……….7 Conclusion…………………………………………………………………...8 Recommendation…………………………………………………………..8-9 Reference……………………………………………………………………10 Appendix, All three Articles..……………………………………………….11 ABSTRACT When we think of workplace violence, we generally think of that employee who goes into a business and shoots up the place; however today workplace violence can come in many forms! Bullying, Intimate Partner Violence and Gossip are just a few areas addressed in this paper. They say one out of every six violent crimes occurs in the workplace. No organization, regardless of size or type of business, is immune to workplace violence. Workplace violence is a daily occurrence for many people in today’s society and needs more attention other than when it reaches the news. “Far more frequent than killing rampages at the office are cases of workplace bullying and workplace assault. Employment experts say stopping these dangerous situations early can prevent problems from spiraling out of control or turning deadly (http://articles.cnn.com/2010-08-23/living/workplace...
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...Working Paper Series No. 59 Sexual harassment in the workplace: a literature review Carrie Hunt, Marilyn Davidson, Sandra Fielden and Helge Hoel Manchester Business School, University of Manchester Sexual harassment in the workplace: A literature review Carrie Hunt, Marilyn Davidson, Sandra Fielden and Helge Hoel The Centre for Equality and Diversity at Work Manchester Business School, University of Manchester 2 © Equal Opportunities Commission 2007 First published Summer 2007 ISBN 978 1 84206 033 9 EOC WORKING PAPER SERIES The EOC Working Paper Series provides a channel for the dissemination of research carried out by externally commissioned researchers. The views expressed in this report are those of the authors and do not necessarily represent the views of the Commission or other participating organisations. The Commission is publishing the report as a contribution to discussion and debate. Please contact the Research and Resources team for further information about other EOC research reports, or visit our website: Research and Resources Equal Opportunities Commission Arndale House Arndale Centre Manchester M4 3EQ Email: research@eoc.org.uk Telephone: 0161 838 8340 Website: www.eoc.org.uk/research You can download a copy of this report as a PDF from our website, or call our Helpline to order a copy: Website: Email: Helpline: www.eoc.org.uk/research info@eoc.org.uk 0845 601 5901 (calls charged at local rates) Interpreting service available for callers...
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...Working Paper Series No. 59 Sexual harassment in the workplace: a literature review Carrie Hunt, Marilyn Davidson, Sandra Fielden and Helge Hoel Manchester Business School, University of Manchester Sexual harassment in the workplace: A literature review Carrie Hunt, Marilyn Davidson, Sandra Fielden and Helge Hoel The Centre for Equality and Diversity at Work Manchester Business School, University of Manchester 2 © Equal Opportunities Commission 2007 First published Summer 2007 ISBN 978 1 84206 033 9 EOC WORKING PAPER SERIES The EOC Working Paper Series provides a channel for the dissemination of research carried out by externally commissioned researchers. The views expressed in this report are those of the authors and do not necessarily represent the views of the Commission or other participating organisations. The Commission is publishing the report as a contribution to discussion and debate. Please contact the Research and Resources team for further information about other EOC research reports, or visit our website: Research and Resources Equal Opportunities Commission Arndale House Arndale Centre Manchester M4 3EQ Email: research@eoc.org.uk Telephone: 0161 838 8340 Website: www.eoc.org.uk/research You can download a copy of this report as a PDF from our website, or call our Helpline to order a copy: Website: Email: Helpline: www.eoc.org.uk/research info@eoc.org.uk 0845 601 5901 (calls charged at local rates) ...
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...Chapter 3 - Listening Listening at Work 1. Dennis Hastert, former Speaker of the U.S. House of Representatives claimed, “They call me the Speaker, but they ought to call me the ___________.” A. Listener B. Moderator C. Facilitator D. Master of Ceremonies 2. Listening skill contributes to career success in all of the following aspects EXCEPT A. your effectiveness in an organization B. your upward mobility C. your productivity D. Effective listening skills contribute to all of these. 3. A survey of 1000 executives ranked _____________ at the top, as the ideal manager’s skill. A. listening B. conflict resolution C. writing D. public speaking Barriers to Effective Listening 4. Conversational partners are typically able to interpret _____ of each other’s remarks accurately. A. 25 to 50% B. 10 to 20% C. about 75% D. 50 to 70% 5. Forty-eight hours after listening to a 10-minute presentation, the typical listener can recall ______ of the information presented. A. 10% B. 25% C. 50% D. 75% 6. Rhonda received a voice message marked “urgent,” but due to the poor quality of her phones’ speakers, she was not able to understand the message. Which barrier to listening does this problem represent? A. communication channel barrier B. attitudinal barrier C. message overload D. preoccupation Listening Styles 7. Rodayne’s friends say he is an excellent communicator. His listening...
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...frequency, perpetrators, and professional/personal concerns on bullying identified (Quine, 2001). The results revealed that out of 330 RN respondents, 72% reported positive to bullying at various occasions in line of their career. Of this segment, clear hostility seemed most frequent in surgical/medical, operational rooms, emergency, obstetrical areas of care and adolescent residential behavioral/ mental health units. The main culprits to these act are non-other than; charge nurses, senior nurses, physicians and nurse managers. This is impartial research among others that have been carried in the United States in relation to nursing careers. Indeed, bullying in nursing profession is stirring at alarming rate that should be moderated through implementation of a number of rules and procedures. The act ought to be rectified since allowing bullying in a nursing environment does not only damage interpersonal relationship in a healthcare facility, but also has devastating effect to the whole group, the patient quality of care, overall financial loss, and give a bad image to the workplace (Quine, 2001). Consistent bullying, affects a nurse physically with chronic health conditions, psychological depression which ultimately lowers his or her occupational performance capacity. These conditions eventually led to increased rate of sickness occurrences, inadequate staffing and poor job performance. Very few nurses can accept bullying at work. It is evident that female nurses are more at risk...
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...Executive Summary Topic : Supervisors, Subordinates and Coworkerssupervisors subordinates and co-workers Overview The article described on the Managing Relationship in the Workplace. The article describe in the different ways in which the supervisors have communicated with their subordinates, or direct reports in the workplace. Most formal organizations were structured using the classical approach to organizing, which positioned supervisors at the “top” of an organization overseeing direct reports. The main elements of the classical approach to organizing included top-down communication, hierarchy and centralized power. Top-down communication is when supervisors speak to their employees without expecting and/or desiring a communicative response. Many organization resisted this practice because the one-way flow of communication can lead to problems such as misinformation, lack of information, dissatisfaction, and apathy. Supervisors encourage their employees often want to influence others, use their skills and identify with work and workplaces that they consider to be meaningful. The other approach is hierarchy which is when individuals are organized based on position, rank and authority and the connections among their own and others organizational roles can be displayed visually via an organizational chart. This approach is suitable for the organization that only have fewer levels ( i.e. where the less distance between the top and bottom levels of the...
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...Communication Monographs Vol. 73, No. 4, December 2006, pp. 406 Á433 Take This Job and . . . : Quitting and Other Forms of Resistance to Workplace Bullying Pamela Lutgen-Sandvik Adult bullying at work is an unbelievable and, at times, shattering experience, both for those targeted as well as for witnessing colleagues. This study examines the narratives of 30 workers, some of whom where targeted and all of whom saw others bullied. Their responses paint a complex picture of power in bullying situations that reframe the ‘‘power-deficient target’’ into agents who galvanize a variety of resources on their own or others’ behalf but also place them at considerable risk. In some cases, employees evaluate the abusive situation and quickly resign. Others protest but, if resistance fails to stop abuse, they also leave organizations. The paths of resistance, case outcomes, and dialectic nature of resistance and control are discussed. Keywords: Workplace Bullying; Verbal Aggression; Organizational Communication; Resistance; Power Adult bullying at work is a shocking, frightening, and at times shattering experience, both for those targeted and for onlookers. Workplace bullying, mobbing, and emotional abuse*essentially synonymous phenomena*are persistent, verbal, and nonverbal aggression at work that include personal attacks, social ostracism, and a multitude of other painful messages and hostile interactions. Because this phenomenon is perpetrated by and through communication, and because...
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