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Bullying, harassment and other unacceptable workplace behaviors
pose significant problems for organizations. This exploration of
the issue notes that factors from within the organization may help
determine who and why some individuals become targets and others
become bullies. The authors explore different types of behaviors
where managers and management, as well as employees, are the
problem. Each chapter has anecdotes scattered throughout and
contains a 'mini-case,' review questions, 'action' items, and two
longer cases, all based on actual events. The authors present a
unique framework (V-REEL (R)) to assist individuals and
organizations in analyzing the organization's environment in an
effort to eradicate the negative behavior forces that contribute to
bad behavior. In addition, they have included a glossary of
important terms, a bibliography of useful references, a survey that
may be used to assess conditions in the organization, and a listing
of organizations that provide information or assistance. These
various pedagogical tools enable the book to be used by human
resource professionals, managers, employees, and academics as
individuals or in groups to both avoid and eradicate bullying and
harassment at work.
Every day we wake up, send our children to school, go to work,
attend sports or other entertainment events, etc. Then suddenly the
unexpected happens. This day will not end like yesterday and a
thousand other days. Our lives are changed forever. Suddenly we
realize how precious and fragile life is, and we question whether
we could have done something to prevent this emergency event. We
have become accustomed to violence, but we do not need to accept
it. Our study of workplace violence, terrorism, and other forms of
dysfunctional behavior associated with work suggests that both
managers and non-managers would like to reduce the risks associated
with violence at the workplace. The book is designed to help do
just that. You can be underpaid, overworked, or get fired even
though you are performing well. You can be a victim of sabotage or
harassment even though-or sometimes because -you are doing an
outstanding job. You can be a victim on company premises of an
angry, psychologically impaired, or chemically dependent manager,
non-manager, former coworker, spouse, or even a stranger. The
violent act you face may have stemmed from coworker interaction,
worker-boss relations, a sick corporate environment, or even family
problems. Top executives and other managerial and non-managerial
personnel clearly need to take steps toward reducing the threat of
workplace violence. Numerous studies have been done regarding
workplace problems, resulting in numerous books and professional
journal articles. Some books, articles, workshops, seminars, and
the like proffer general advice to managers. However, virtually all
of that advice has come from psychologists, physicians, and
lawyers. And very little counsel is provided to non-manager
employees on dealing with problems that involve co-workers or
managers. What has been lacking is advice that would reduce the
threat of workplace violence and therefore (1) reduce stress, (2)
enable organizations to develop potential competitive advantages in
terms of their personnel and productivity, and (3) guide
organizational personnel in their efforts to solve problems before
they culminate in violent actions. This book fills that need. We
believe it is the first to offer both general and specific
information and advice from a managerial point of view. The authors
have spent their careers intimately involved with the practice,
teaching, and research on management and organizations.
Every day we wake up, send our children to school, go to work,
attend sports or other entertainment events, etc. Then suddenly the
unexpected happens. This day will not end like yesterday and a
thousand other days. Our lives are changed forever. Suddenly we
realize how precious and fragile life is, and we question whether
we could have done something to prevent this emergency event. We
have become accustomed to violence, but we do not need to accept
it. Our study of workplace violence, terrorism, and other forms of
dysfunctional behavior associated with work suggests that both
managers and non-managers would like to reduce the risks associated
with violence at the workplace. The book is designed to help do
just that. You can be underpaid, overworked, or get fired even
though you are performing well. You can be a victim of sabotage or
harassment even though-or sometimes because -you are doing an
outstanding job. You can be a victim on company premises of an
angry, psychologically impaired, or chemically dependent manager,
non-manager, former coworker, spouse, or even a stranger. The
violent act you face may have stemmed from coworker interaction,
worker-boss relations, a sick corporate environment, or even family
problems. Top executives and other managerial and non-managerial
personnel clearly need to take steps toward reducing the threat of
workplace violence. Numerous studies have been done regarding
workplace problems, resulting in numerous books and professional
journal articles. Some books, articles, workshops, seminars, and
the like proffer general advice to managers. However, virtually all
of that advice has come from psychologists, physicians, and
lawyers. And very little counsel is provided to non-manager
employees on dealing with problems that involve co-workers or
managers. What has been lacking is advice that would reduce the
threat of workplace violence and therefore (1) reduce stress, (2)
enable organizations to develop potential competitive advantages in
terms of their personnel and productivity, and (3) guide
organizational personnel in their efforts to solve problems before
they culminate in violent actions. This book fills that need. We
believe it is the first to offer both general and specific
information and advice from a managerial point of view. The authors
have spent their careers intimately involved with the practice,
teaching, and research on management and organizations.
Managers who focus on time usually concentrate on the wrong things.
Quality Time presents a new approach to achieving productivity
through time management. Time itself is not what matters but rather
how that time is used to achieve individual and organizational
goals. Managers who get upset over employees coming to work late or
socializing on the job often care more about them "putting in time"
than putting their time to good use. Quality Time is for managers
and others who care about everyone putting their time to good use
to contribute to the value of the organization. Based on unique
concepts, Quality Time offers both general and specific information
and advice from an individual and a team or group point of view. It
is designed so that the manager is involved first and then group or
team members are engaged. Through reciprocal communication, all
parties can arrive at better uses of time. While focused on
managers, anyone can achieve productivity from the use of the
unique framework and assessments. Quality Time is different from
other time-management books. Most are focused solely on the
individual. Quality Time is intended to serve individuals but also
workgroups or teams. Quality Time is readable. It uses
straightforward language to involve the reader. It makes learning
easier and enjoyable by making the material realistic and
interesting. The material is up-to-date and accurate as well.
Managers who focus on time usually concentrate on the wrong things.
Quality Time presents a new approach to achieving productivity
through time management. Time itself is not what matters but rather
how that time is used to achieve individual and organizational
goals. Managers who get upset over employees coming to work late or
socializing on the job often care more about them "putting in time"
than putting their time to good use. Quality Time is for managers
and others who care about everyone putting their time to good use
to contribute to the value of the organization. Based on unique
concepts, Quality Time offers both general and specific information
and advice from an individual and a team or group point of view. It
is designed so that the manager is involved first and then group or
team members are engaged. Through reciprocal communication, all
parties can arrive at better uses of time. While focused on
managers, anyone can achieve productivity from the use of the
unique framework and assessments. Quality Time is different from
other time-management books. Most are focused solely on the
individual. Quality Time is intended to serve individuals but also
workgroups or teams. Quality Time is readable. It uses
straightforward language to involve the reader. It makes learning
easier and enjoyable by making the material realistic and
interesting. The material is up-to-date and accurate as well.
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