Bullying Workshop

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A half day workshop on Workplace Bullying

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  • Unfortunately, some people don't; need management, they need therapy! Not all bullying problems are resolvable - and the more senior the person is the less likely it is that s/he will change. It may take a lawsuit before the bully realizes that the behavior is unacceptable.
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  • What if the Bully is the Top Management i.e. the number one person in the company ? Talking to HR or supervisor definitely couldn't do any help, could it ?
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  • Bullying tears down a child's confidence and peace of mind, interfering with everything from engagement with school to relationships with family. As a parent or caregiver, you can use stories to help your child learn how to respond to bullies in healthy ways.As a way of helping everyone especially the parents, who still find it quite hard to manage issues like this, I found this great application which featured a safety app which gets me connected to a Safety Network or escalate my call to the nearest 911 when needed, it has other cool features that are helpful for your kids with just a press of a Panic Button. #SafekidZone, Check it here: http://bit.ly/Zj
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  • Very informative and should not be ignored. All serious organisations should adopt policies against bullying.
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Bullying Workshop

  1. 1. HiddenHarassment – Preventing Workplace Bullying<br />Creating a Civil Workplace<br />Pitsel & Associates Ltd.<br />
  2. 2. Workshop Outline<br />Introduction<br />What is Bullying<br />Bullying Tactics<br />Effects of Bullying on the Victim, Bully, Corporation<br />Pitsel & Associates Ltd.<br />
  3. 3. Mobbing<br />What bullying is NOT<br />Corporate Policy<br />Cases<br />Action Plan<br />Pitsel & Associates Ltd.<br />
  4. 4. Our Process Today<br />Pitsel & Associates Ltd.<br />Pair<br />Share<br />Think<br />
  5. 5. T.P.S.#1<br />Incivility, Harassment, Lack of Respect, Bullying, Mobbing<br />Are these the same or different?<br />Pitsel & Associates Ltd.<br />
  6. 6. T.P.S.#2<br />2. How would you define workplace bullying?<br />Pitsel & Associates Ltd.<br />
  7. 7. Bullying Behavior<br />The behaviors are repetitive;<br />The behaviors are hostile and unwanted;<br />The behaviors affect the person’s dignity or psychological integrity;<br />The behaviors result in a harmful work environment.<br />Pitsel & Associates Ltd.<br />
  8. 8. Top Ten from Namie<br />Blame for errors<br />Unreasonable job demands<br />Criticism of ability<br />Inconsistent compliance with rules<br />Threatened job loss<br />Pitsel & Associates Ltd.<br />
  9. 9. Insults and put-downs<br />Discounting or denial of accomplishments<br />Exclusion, icing-out<br />Yelling, screaming<br />Stealing credit<br />Pitsel & Associates Ltd.<br />
  10. 10. Stand by Shooting -Mobbing<br />Bullies require an audience, and a silent audience, for the bully, is tacit approval of the behavior. Those watching, without overt involvement, are silently applauding and cheering the bully.<br />Pitsel & Associates Ltd.<br />
  11. 11. Standby Shooting (continued) <br />While watching (and doing nothing) is a passive form of involvement, it made lead to an active group form of bullying called “Mobbing”<br />Mobbing is the “ganging up” by co-workers, subordinates or superiors to fire someone in the workplace through rumor, innuendo, intimidation, humiliation, discrediting and isolation.<br />Is it serious? In Sweden it is estimated that 10% to 20% of suicides are a result of workplace mobbing.<br />Pitsel & Associates Ltd.<br />
  12. 12. Effect of Bullying on the Target<br /><ul><li>Feeling of helplessness, covered by denial
  13. 13. “Abused spouse syndrome”
  14. 14. Memory loss
  15. 15. Heart disease and stroke
  16. 16. Nightmares
  17. 17. Greater susceptibility to alcoholism</li></ul>Pitsel & Associates Ltd.<br />
  18. 18. <ul><li>Sleep disruption
  19. 19. Loss of concentration
  20. 20. Severe anxiety
  21. 21. P.T.S.D.
  22. 22. Just plain anger
  23. 23. Insecurity
  24. 24. Shattered self-esteem
  25. 25. Anger to rage to murder</li></ul>Pitsel & Associates Ltd.<br />
  26. 26. Effect on the Bully<br />Having the reputation of a bully;<br />Lack of workplace cooperation;<br />May be seen as a liability in a team orientated workplace;<br />Is avoided or shunned by colleagues;<br />Deliberately isolated, affecting career advancement;<br />Pitsel & Associates Ltd.<br />
  27. 27. Reputation of having little or no “people skills”;<br />Named as a defendant in a harassment suit, and as such be deemed a liability to the corporation;<br />Viewed as a liability due to causing a high staff turnover:<br />Target of “compliant sabotage” <br />Pitsel & Associates Ltd.<br />
  28. 28. Effect of Bullying on the Corporation<br />The most obvious costs are with respect to Turnover. Staff turnover costs can be as much as 150% of a person’s annual salary. These costs may or may not include the following:<br />decreased productivity – anywhere between 10% and 50%;<br />Lost investment in training;<br />Administrative set up; <br />Pitsel & Associates Ltd.<br />
  29. 29. recruitment costs;<br />new employee’s induction into the business culture;<br />management downtime in interviewing candidates;<br />legal fees and severance commitments;<br />potential litigation over reasons for leaving, e.g. bullying/mobbing allegations, constructive dismissal allegations. <br />Pitsel & Associates Ltd.<br />
  30. 30. Intangible Costs<br />Organization’s reputation tarnished;<br />Poor public relations as a result of staff exodus;<br />Sabotage by fearful/resentful employees who don’t receive employer protection;<br />Pitsel & Associates Ltd.<br />
  31. 31. Poor morale;<br />Loss of desirable “Corporate culture; <br />A toxic fearful work environment fueled by fear, not collaboration.<br />Staff resistance to organization initiatives<br />Pitsel & Associates Ltd.<br />
  32. 32. TPS # 3<br />What Bullying is NOT<br />What types of managerial actions or behaviours should NOT be considered as bullying?<br />Pitsel & Associates Ltd.<br />
  33. 33. What is Not Bullying Behavior?<br />All employers have a legal right to direct and control how work is done, and managers have a responsibility to monitor workflow and give feedback on performance.<br />Pitsel & Associates Ltd.<br />
  34. 34. A manager/supervisor is generally not a bully when:<br />Giving legitimate instructions and expecting them to be carried out;<br />Setting high but attainable standards of performance;<br />Criticizing work that is not up to agreed standards, and;<br />Taking disciplinary action that conforms to fair public sector policy. <br />Pitsel & Associates Ltd.<br />
  35. 35. TPS #4<br />“What is the difference between being a “strong” manager and being a bully? <br />Pitsel & Associates Ltd.<br />
  36. 36. TPS #5<br />What do you believe would be the best way to increase civility and reduce bullying within the organization?<br />Pitsel & Associates Ltd.<br />
  37. 37. A Policy Example<br /> Bullying in the workplace is repeated inappropriate behaviour conduced by one or more persons against another or others at the place or work and/or in the course of employment and which could reasonably be regarded as undermining the individual’s right to dignity at work.<br />Pitsel & Associates Ltd.<br />
  38. 38. What to do<br />Tell the individual to stop, or,<br />Speak to your supervisor<br />Speak to the Human Resources Manager<br />Speak to Your Shop Steward<br />Document (in writing) the incident(s) including time, place, those present who may have observed the incident, what you did, and what the other person said or did.<br />Pitsel & Associates Ltd.<br />
  39. 39. CASES<br />Pitsel & Associates Ltd.<br />
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