This document discusses workplace bullying and provides definitions, types, prevalence, impacts, and strategies for management. It notes that workplace bullying can negatively impact mental health and work performance. Bullying is common, with over a third of employees reporting being bullied. The document outlines factors that contribute to bullying and recommends implementing policies, training managers, and encouraging reporting to help control risks.
Is is possible not to have stress at work place? If your answer is no, then you can emphasize occupational stress theories, occupational stress models, and tools to cope with occupational stress in this presentation. I wish all of you a stress-free job.
Mental health and psychosocial disorders are pervasive throughout the business world. Leadership needs to understand the cost benefits of incorporating these issues into existing safety and health management systems to improve the livelihoods of bot workers and their families. By improving policy, programs and procedures, everyone benefits from a better working environment, climate and culture.
Workplace stress can be identified and addressed through a Stress Risk Management Audit, sometimes referred to as a Stress Risk Management Assessment. In a number of Australian States, and in the UK through the Safety Executive (UK), workplace stress risk factors have been identified and considered in a risk assessment process. This powerpoint is intended to fit into recommended practices rather be considered as an alternative. It also aligns with other Organisational Health methodologies, such as the Organisational Health Audit and Complaints Management, by using an underlying Human Activity System model. This allows for the identification stress risk factors to be identified when addressing other workplace issues.
Manager bullying behavior is a business issue that impacts productivity and departmental survival. Organizations lack formal learning or training interventions to reduce or eliminate the prevalence of manager bullying behavior. Many organizations fail to recognize the conditions of workplace bullying resulting in significant turnover of staff, fiscal and psychological implications. Organizations do not have formal training sessions that focus on workplace bullying. Rather, they rely solely upon policies and procedures but these do little to reduce or eliminate bullying behavior. Incorporating a learning theory into employee orientation and training can greatly reduce or eliminate the prevalence of bullying behavior. Engaging both employees and organizational leaders in workplace bullying training and understanding the ramifications of workplace bullying will help reduce the bullying behavior.
Is is possible not to have stress at work place? If your answer is no, then you can emphasize occupational stress theories, occupational stress models, and tools to cope with occupational stress in this presentation. I wish all of you a stress-free job.
Mental health and psychosocial disorders are pervasive throughout the business world. Leadership needs to understand the cost benefits of incorporating these issues into existing safety and health management systems to improve the livelihoods of bot workers and their families. By improving policy, programs and procedures, everyone benefits from a better working environment, climate and culture.
Workplace stress can be identified and addressed through a Stress Risk Management Audit, sometimes referred to as a Stress Risk Management Assessment. In a number of Australian States, and in the UK through the Safety Executive (UK), workplace stress risk factors have been identified and considered in a risk assessment process. This powerpoint is intended to fit into recommended practices rather be considered as an alternative. It also aligns with other Organisational Health methodologies, such as the Organisational Health Audit and Complaints Management, by using an underlying Human Activity System model. This allows for the identification stress risk factors to be identified when addressing other workplace issues.
Manager bullying behavior is a business issue that impacts productivity and departmental survival. Organizations lack formal learning or training interventions to reduce or eliminate the prevalence of manager bullying behavior. Many organizations fail to recognize the conditions of workplace bullying resulting in significant turnover of staff, fiscal and psychological implications. Organizations do not have formal training sessions that focus on workplace bullying. Rather, they rely solely upon policies and procedures but these do little to reduce or eliminate bullying behavior. Incorporating a learning theory into employee orientation and training can greatly reduce or eliminate the prevalence of bullying behavior. Engaging both employees and organizational leaders in workplace bullying training and understanding the ramifications of workplace bullying will help reduce the bullying behavior.
Stress Management: An Army Officer's PerspectiveRikKaradiaHudson
A brief guide to managing stress from the perspective of a British Army Officer. Useful for managers who want to combat stress in their teams, and also for individuals who want to reduce their own stress levels.
Work place stress preventive and curative measuresIJMER
Stress has been defined in different ways over the years. Originally, it was conceived of as
pressure from the environment, then as strain within the person. The generally accepted definition today
is one of interaction between the situation and the individual. It is the psychological and physical state
that results when the resources of the individual are not sufficient to cope with the demands and
pressures of the situation. Thus, stress is more likely in some situations than others and in some
individuals than others. Stress can undermine the achievement of goals, both for individuals and for
organisations
Fseap - mental health in the workplace presentationGregg Taylor
Addressing and Managing Mental Health and Stress-Related Issues.
Topics:
Mental Health & Stress Defined
Why Invest in Health & Wellness?
Effects of Unhealthy Workplaces
Elements of a Psychologically Healthy Workplace
Promoting Positive Psychological Health in the Workplace
Identifying Key Factors for Psychological safety at work
Resources
DISCIPLINE IN ORGANIZATION & STRESS MANAGEMENTTijo Thomas
This PPT covers important areas related to organisational discipline and stress management. Includes pictures and videos to make the presentation more interesting.
Stress Management: An Army Officer's PerspectiveRikKaradiaHudson
A brief guide to managing stress from the perspective of a British Army Officer. Useful for managers who want to combat stress in their teams, and also for individuals who want to reduce their own stress levels.
Work place stress preventive and curative measuresIJMER
Stress has been defined in different ways over the years. Originally, it was conceived of as
pressure from the environment, then as strain within the person. The generally accepted definition today
is one of interaction between the situation and the individual. It is the psychological and physical state
that results when the resources of the individual are not sufficient to cope with the demands and
pressures of the situation. Thus, stress is more likely in some situations than others and in some
individuals than others. Stress can undermine the achievement of goals, both for individuals and for
organisations
Fseap - mental health in the workplace presentationGregg Taylor
Addressing and Managing Mental Health and Stress-Related Issues.
Topics:
Mental Health & Stress Defined
Why Invest in Health & Wellness?
Effects of Unhealthy Workplaces
Elements of a Psychologically Healthy Workplace
Promoting Positive Psychological Health in the Workplace
Identifying Key Factors for Psychological safety at work
Resources
DISCIPLINE IN ORGANIZATION & STRESS MANAGEMENTTijo Thomas
This PPT covers important areas related to organisational discipline and stress management. Includes pictures and videos to make the presentation more interesting.
The Indian Dental Academy is the Leader in continuing dental education , training dentists in all aspects of dentistry and
offering a wide range of dental certified courses in different formats.
Radiation emergencies and preparedness in radiotherapyDeepjyoti saha
In a Radiotherapy Department where cancer patients are being treated with high energy photons,gamma rays,electrons; all the radiation workers should be alert regarding radiation accidents & how to face the situation.
Slides from the University of Michigan Investing in Ability 2015 series of events. The presenter is from Wayne State, and we are hosting the slides here for the convenience of our audience.
Driving Engagement: The Link Between Staff Buy-in and Quality CareCornerstone OnDemand
Employee engagement is good for both the employee as well as the organization; when employees are happy, they’re more productive, and the institution delivers higher levels of patient care while keeping overall costs down. As they say, it’s a win-win. Just 44% of healthcare workers are engaged (HBR) and engagement was the top variable for mortality rates (Forbes). What might be a good solution to boost engagement?
The crux of this issue is that employee engagement is 'over' defined. Search for the term on Google and you will get a myriad of definitions that lead to confusion about what you’re trying to solve and how to solve it. In this webinar, we will address the history of employee engagement, where the confusion lies, and implications for the clinical staff relevant to competency and patient outcomes. We will also propose some areas for immediate focus to get ahead of this issue.
In a similar format to Part 1 of this series, the webinar will address a strategic view of employee engagement, while attendees will receive an eBook describing some practical steps to increase overall employee engagement. Click here to access previous sessions:
Our presenters for Part 1 will be Tom Tonkin, Ph.D., Principal Consultant, Thought-Leadership and Advisory Services and Lynn Howe, Regional Sales Manager for Cornerstone on Demand. Dr. Tonkin has over 25 years of experience in human resources challenges and focuses on the Healthcare sector for Cornerstone. Howe, RN, MS, CEN, and CCRN is a Registered Nurse, former Director of Education with 30 years of clinical experience, holds a graduate degree in Human Resource Management and is currently a regional sales manager in the healthcare vertical.
Workplace bullying is a topic that many people do not want to address. Organizations often do not want to address the problem (and might actually create an atmosphere where bullying is condoned if the organization believes that bullying behaviors lead to increased productivity and profits). Even targets often want to just ignore the bullying behaviors because they do not want to be viewed as victims or as being weak. In this presentation we address workplace bullying - it is our hope that a better awareness of workplace bullying will be a step to decreasing these behaviors in one's organization.
Join us for more at www.wvucommmooc.org!
To encourage employee representatives and employers to build cultures in which respect for individuals is regarded as an essential part of the conduct of all those who work in the organization.
•To increase awareness and knowledge of bullying in the workplace, and encourage the development of employment practices that enhance worker safety and prevent bullying in the workplace.
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This powerpoint presentation by Medical Whistleblower, Dr. Janet Parker DVM examines how we can make workplaces less hostile and to promote good employment practices to identify, decrease and eliminate bullying in the workplace.
Improvement Story session at the 2013 Saskatchewan Health Care Quality Summit. For more information about the summit, visit www.qualitysummit.ca. Follow @QualitySummit on Twitter.
The effects of lateral violence can be catastrophic for students in preceptored relationships. We wanted to promote healthy learning workplaces, and support teaching and learning environments for quality learning outcomes - we delivered in-services on lateral violence to increase awareness and to support positive interactions between nurses and students, while addressing negative communication behaviours and lateral violence.
Better Teams
Greg A. Riehl; Eli Ahlquist
Professor Tim Bentley
Director of Healthy Work Group
Associate Head of School of Management, Massey University
Private Bag 102904, Albany, Auckland 0745
t.bentley@massey.ac.nz
(Invited, Wednesday 26, Ilott Room, 3.50)
Stages of Change & Reactance in Group WorkJane Gilgun
Social workers often facilitated groups for persons who don't want to be there. This presentation provides guidelines for listening to persons' concerns about being in groups and for helping persons identify what's in it for them. The hope of not hurting themselves and others are benefits.
Managing lateral violence and its impact on the team nurses and students finalgriehl
The effects of lateral violence can be catastrophic for students in preceptored relationships. We wanted to promote healthy learning workplaces, and support teaching and learning environments for quality learning outcomes - we delivered in-services on lateral violence to increase awareness and to support positive interactions between nurses and students, while addressing negative communication behaviours and lateral violence.
The Unthinkable Violence in Healthcare: A Disturbing Challenge to Patient CareConference Panel
The healthcare environment presents a significant challenge in the prevention and intervention of violence, which carries severe implications for quality patient care. Surprisingly, the rate of injuries and illnesses resulting from violence in the healthcare industry is more than three times higher than that in all private industries combined.
Healthcare organizations encompass a wide range of settings, including hospitals, outpatient clinics, medical office clinics, home health care, home-based hospice, long-term care/memory care facilities, paramedic and emergency medical services, mobile clinics, drug treatment programs, and various ancillary healthcare organizations.
The Unthinkable Violence in Healthcare poses a grave threat to patient care and the well-being of healthcare professionals. It demands immediate attention, comprehensive strategies, and collaborative efforts from all stakeholders to create a safer and more secure environment for patients and healthcare providers.
Register,
https://conferencepanel.com/conference/the-unthinkable-violence-in-healthcare-from-bullying-to-an-active-shooter
Lateral Violence Home Health Aid Conference NITHAgriehl
In Nursing, there exists a culture of lateral violence and bullying, I have finally come to the realization that what we are seeing is the symptom of something much larger, something that starts, grows, and is nurtured with our own participation. We communicate in ways that have the ability to support each other, but we can also communicate in ways that are hurtful, mean, and contribute to a culture of oppression. We need to change our culture.
Couples presenting to the infertility clinic- Do they really have infertility...Sujoy Dasgupta
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Explore natural remedies for syphilis treatment in Singapore. Discover alternative therapies, herbal remedies, and lifestyle changes that may complement conventional treatments. Learn about holistic approaches to managing syphilis symptoms and supporting overall health.
The prostate is an exocrine gland of the male mammalian reproductive system
It is a walnut-sized gland that forms part of the male reproductive system and is located in front of the rectum and just below the urinary bladder
Function is to store and secrete a clear, slightly alkaline fluid that constitutes 10-30% of the volume of the seminal fluid that along with the spermatozoa, constitutes semen
A healthy human prostate measures (4cm-vertical, by 3cm-horizontal, 2cm ant-post ).
It surrounds the urethra just below the urinary bladder. It has anterior, median, posterior and two lateral lobes
It’s work is regulated by androgens which are responsible for male sex characteristics
Generalised disease of the prostate due to hormonal derangement which leads to non malignant enlargement of the gland (increase in the number of epithelial cells and stromal tissue)to cause compression of the urethra leading to symptoms (LUTS
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These lecture slides, by Dr Sidra Arshad, offer a quick overview of physiological basis of a normal electrocardiogram.
Learning objectives:
1. Define an electrocardiogram (ECG) and electrocardiography
2. Describe how dipoles generated by the heart produce the waveforms of the ECG
3. Describe the components of a normal electrocardiogram of a typical bipolar leads (limb II)
4. Differentiate between intervals and segments
5. Enlist some common indications for obtaining an ECG
Study Resources:
1. Chapter 11, Guyton and Hall Textbook of Medical Physiology, 14th edition
2. Chapter 9, Human Physiology - From Cells to Systems, Lauralee Sherwood, 9th edition
3. Chapter 29, Ganong’s Review of Medical Physiology, 26th edition
4. Electrocardiogram, StatPearls - https://www.ncbi.nlm.nih.gov/books/NBK549803/
5. ECG in Medical Practice by ABM Abdullah, 4th edition
6. ECG Basics, http://www.nataliescasebook.com/tag/e-c-g-basics
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STATEMENT OF NEED
Mantle cell lymphoma (MCL) is a rare, aggressive B-cell non-Hodgkin lymphoma (NHL) accounting for 5% to 7% of all lymphomas. Its prognosis ranges from indolent disease that does not require treatment for years to very aggressive disease, which is associated with poor survival (Silkenstedt et al, 2021). Typically, MCL is diagnosed at advanced stage and in older patients who cannot tolerate intensive therapy (NCCN, 2022). Although recent advances have slightly increased remission rates, recurrence and relapse remain very common, leading to a median overall survival between 3 and 6 years (LLS, 2021). Though there are several effective options, progress is still needed towards establishing an accepted frontline approach for MCL (Castellino et al, 2022). Treatment selection and management of MCL are complicated by the heterogeneity of prognosis, advanced age and comorbidities of patients, and lack of an established standard approach for treatment, making it vital that clinicians be familiar with the latest research and advances in this area. In this activity chaired by Michael Wang, MD, Professor in the Department of Lymphoma & Myeloma at MD Anderson Cancer Center, expert faculty will discuss prognostic factors informing treatment, the promising results of recent trials in new therapeutic approaches, and the implications of treatment resistance in therapeutic selection for MCL.
Target Audience
Hematology/oncology fellows, attending faculty, and other health care professionals involved in the treatment of patients with mantle cell lymphoma (MCL).
Learning Objectives
1.) Identify clinical and biological prognostic factors that can guide treatment decision making for older adults with MCL
2.) Evaluate emerging data on targeted therapeutic approaches for treatment-naive and relapsed/refractory MCL and their applicability to older adults
3.) Assess mechanisms of resistance to targeted therapies for MCL and their implications for treatment selection
These simplified slides by Dr. Sidra Arshad present an overview of the non-respiratory functions of the respiratory tract.
Learning objectives:
1. Enlist the non-respiratory functions of the respiratory tract
2. Briefly explain how these functions are carried out
3. Discuss the significance of dead space
4. Differentiate between minute ventilation and alveolar ventilation
5. Describe the cough and sneeze reflexes
Study Resources:
1. Chapter 39, Guyton and Hall Textbook of Medical Physiology, 14th edition
2. Chapter 34, Ganong’s Review of Medical Physiology, 26th edition
3. Chapter 17, Human Physiology by Lauralee Sherwood, 9th edition
4. Non-respiratory functions of the lungs https://academic.oup.com/bjaed/article/13/3/98/278874
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Artificial intelligence (AI) refers to the simulation of human intelligence processes by machines, especially computer systems. It encompasses tasks such as learning, reasoning, problem-solving, perception, and language understanding. AI technologies are revolutionizing various fields, from healthcare to finance, by enabling machines to perform tasks that typically require human intelligence.
2. NRSICON’15
Bullying and Harassment
• Bullying:
• “persistent, offensive, abusive, intimidating, malicious or
insulting behaviour, abuse of power or unfair penal
sanctions, which makes the recipient feel upset, threatened,
humiliated or vulnerable, which undermines their self-
confidence and which may cause them to suffer stress”
[Lyons R, Tivey H, Ball C. Bullying at work: how to tackle it. A guide for MSF representatives
and members. London: MSF, 1995]
• Defined in terms of its effect on the recipient not the intention of the
bully.
• There must be a negative effect on the victim
• Persistent
• Need not only be face to face
3. NRSICON’15
Harassment
• “Unwanted conduct related to a relevant protected
characteristic, which has the purpose or effect of violating
an individual’s dignity or creating an intimidating, hostile,
degrading, humiliating or offensive environment for that
individual.”
• The relevant protected characteristics are age, disability, gender
reassignment, race, religion or belief, sex and sexual orientation
[Equality Act 2010 , UK]
• Sexual harassment:
• Any gesture, behaviour, words or advances that are sexual in
nature
[Vishaka guidelines, Supreme Court of India]
4. NRSICON’15
Discrimination
• Discrimination occurs when someone is treated less
favourably than others because they have a particular
characteristic or belong to a particular group of people.
• For example, it would be discriminatory not to hire or
promote a woman because she is pregnant or may become
pregnant.
• It is possible for a person to be bullied, sexually harassed and
discriminated against at the same time
• Workplace conflict
• Differences of opinion and disagreements are generally not
considered to be workplace bullying.
• Conflict that is not managed may escalate to the point where it
meets the definition of workplace bullying.
5. NRSICON’15
Types of bullying in the workplace
• Threat to professional status
• belittling opinion, public professional humiliation, accusation of lack of effort;
• Threat to personal standing
• name calling, insults, teasing;
• Isolation
• preventing access to opportunities such as training, withholding information;
• Overwork
• undue pressure to produce work, impossible deadlines, unnecessary disruptions;
• De-stabilization
• failure to give credit when due, meaningless tasks, removal of responsibility,
shifting of goal posts.
Rayner C, Hoel H.A summary review of literature relating to workplace bullying. J
Comm Appl Soc Psychol 1997;7:18191.
6. NRSICON’15
Direction of effect
• Downward
• Superior to junior
• Lateral
• Colleagues
• Upward
• Junior to superior
• Workplace bullying can also be directed at or
perpetrated by other people at the workplace
such as clients, patients, students, customers and
members of the public.
7. NRSICON’15
What is not considered bullying or harassment
• Examples of reasonable management action include but are
not limited to:
• setting reasonable performance goals, standards and deadlines
• rostering and allocating working hours where the requirements are
reasonable
• transferring a worker for operational reasons
• deciding not to select a worker for promotion where a reasonable
process is followed
• informing a worker about unsatisfactory work performance in an
honest, fair and constructive way
• informing a worker about inappropriate behaviour in an objective and
confidential way
• implementing organisational changes or restructuring
• taking disciplinary action, including suspension or terminating
employment
8. NRSICON’15
How common is workplace bullying
Results:
• 1100 employees returned questionnaires –a response rate of 70%.
• 421 (38%) employees reported experiencing one or more types of
bullying in the previous year.
• 460 (42%) had witnessed the bullying of others.
•When bullying occurred it was most likely to be by a manager.
•Two thirds of the victims of bullying had tried to take action when the
bullying occurred, but most were dissatisfied with the outcome.
9. NRSICON’15
How common is workplace bullying
• Overall, 220 of the 594 junior doctors (37%) identified themselves as
having been bullied in the past year, though 486 (84%) had in fact
experienced one or more of the bullying behaviours described on the
bullying scale
• 407 (69%) had witnessed the bullying of others.
• Black and Asian doctors were more likely to report being bullied than
white doctors (78 (45%) v 139 (34%); relative risk 1.59 (95% confidence
interval 1.11 to 2.28)
• Women were more likely to report being bullied than men (43% (126)
v 32% (92); relative risk 1.61 (1.14 to 2.26)
• Reports of bullying did not vary by job grade or age.
10. NRSICON’15
Mental Health Consequences
• The cross-sectional data (65 effect sizes, N = 115.783) showed positive
associations between workplace bullying and symptoms of depression (r =
.28, 95% CI = .23–.34), anxiety (r = .34, 95% CI = .29–.40) and stress-
related psychological complaints (r = .37, 95% CI = .30–.44).
• Pooling the literature that investigated longitudinal relationships (26 effect
sizes, N = 54.450) showed that workplace bullying was related to mental
health complaints over time (r = 0.21, 95% CI = 0.13–0.21).
• Baseline mental health problems were associated with subsequent
exposure to workplace bullying (r = 0.18, 95% CI = 0.10–0.27; 11 effect
sizes, N = 27.028).
11. NRSICON’15
Impacts of workplace bullying
• Workplace bullying can be harmful to the person
experiencing it and to those who witness it.
• The effects will vary depending on individual
characteristics as well as the specific situation and may
include one or more of the following:
• distress, anxiety, panic attacks or sleep disturbance
• physical illness for example muscular tension, headaches and
digestive problems
• reduced work performance
• loss of self-esteem and feelings of isolation
• deteriorating relationships with colleagues, family and friends
• depression
• thoughts of suicide.
12. NRSICON’15
Impacts of workplace bullying
• Workplace bullying can also have a negative impact on
the work environment, damage the reputation of a
business and can lead to:
• high staff turnover and associated recruitment and training costs
• low morale and motivation
• increased absenteeism
• lost productivity
• disruption to work when complex complaints are being
investigated
• costly workers’ compensation claims or legal action
13. NRSICON’15
Impacts of workplace bullying
• Staff who had been bullied had
• significantly lower levels of job satisfaction (mean 10.5
(SD 2.7) v 12.2 (2.3), P < 0.001)
• higher levels of job induced stress (mean 22.5 (SD
6.1) v 16.9 (5.8), P < 0.001),
• depression (8% (33) v 1% (7), P < 0.001),
• anxiety (30% (125) v 9% (60), P < 0.001),
• and intention to leave the job (8.5 (2.9) v 7.0 (2.7), P
< 0.001).
• Support at work seemed to protect people from some
of the damaging effects of bullying. BMJ 1999;318:228–32
14. NRSICON’15
Contributory factors
• Organizational environment
• leadership styles – autocratic behaviour that is strict and directive and
does not allow workers to be involved in decision making
• behaviour where little or no guidance is provided to workers or
responsibilities are inappropriately and informally delegated to
subordinates
• Lack of guidelines
• Lack of feedback
• Work related stressors
• high job demands, limited job control, organisational change, role
conflict and ambiguity, job insecurity, an acceptance of unreasonable
workplace behaviours or lack of behavioural standards, unreasonable
expectations of clients or customers
• Type of job
• Prior mental health
15. NRSICON’15
Contributory factors
• Systems of work
• lack of resources, lack of training, poorly designed rostering,
unreasonable performance measures or timeframes
• Work relationships
• poor communication, low levels of support or work group hostility
• Workforce characteristics
• casual workers
• young workers
• new workers
• apprentices/trainees
• injured workers and workers on return to work plans
• piece workers
• workers in a minority group because of ethnicity, religion, disability,
gender or sexual preferences.
16. NRSICON’15
Dealing with bullying
• Is the behaviour bullying or not?
• Does the situation warrant measures to minimise the
risk of ongoing harm?.
• Do I have a clear understanding of the issues?
• Do I need additional information or assistance?
• Can the matter be safely resolved between the parties
or at a team level?
• Should the matter be progressed to an investigation?
Depending on the severity or complexity
17. NRSICON’15
Management
• Duties of different employees and employer
• Early identification of unreasonable behaviour and
situations likely to increase the risk of workplace
bullying
• Implementing control measures to manage the
risks, and
• Monitoring and reviewing the effectiveness of the
control measures
18. NRSICON’15
Controlling risks
• Implement a workplace bullying policy
• a stand-alone policy or incorporated into a broader code of conduct
or work health and safety policy.
• developed in consultation with workers and should include:
• a statement that the organisation is committed to preventing
workplace bullying as part of providing a safe and healthy work
environment
• the standard of behaviour expected from workers and others in the
workplace
• how and where to report incidents of unreasonable behaviour
• the process for responding to reports
• the consequences for not complying with the policy
• the process for managing vexatious reports.
19. NRSICON’15
Controlling risks
• Design safe systems
• Clearly define jobs and seek regular feedback from workers about
their role and responsibilities.
• Provide workers with the resources, information and training they
need to carry out their tasks safely and effectively.
• Review and monitor workloads and staffing levels.
• Develop and maintain effective communication throughout
workplace change including restructuring or downsizing.
20. NRSICON’15
Controlling risks
• Workplace environment
• Promote positive leadership styles by providing training for managers
and supervisors on: communicating effectively and engaging workers
in decision-making
• providing constructive feedback both formally and informally
• effectively managing workloads
• people and performance management.
• Mentor and support new and poor performing managers and
workers.
• Facilitate teamwork and co-operation.
• Ensure supervisors act in a timely manner on unreasonable
behaviour they see or become aware of.
21. NRSICON’15
Controlling risks
• Dealing with external parties
• Where there is a risk of workplace bullying by other people,
for example clients, patients:
• communicate the expected standard of behaviour through a code of
conduct or in contracts and agreements
• empower workers to refuse or suspend service if other people fail
to comply with the expected standard of behaviour
• provide support to workers who are exposed to unreasonable
behaviour
• implement control measures to eliminate or minimise the risk of
workplace violence
22. NRSICON’15
Controlling risks
• Encourage reporting of events
• Disseminate polices
• Use events as learning points
• Training : Induction training for workers should include
information on:
• the standards of behaviour expected in the workplace including the
use of social media if relevant
• how workplace bullying should be reported and how such reports
are managed
• where to go for more information and assistance
![NRSICON’15
Bullying and Harassment
• Bullying:
• “persistent, offensive, abusive, intimidating, malicious or
insulting behaviour, abuse of power or unfair penal
sanctions, which makes the recipient feel upset, threatened,
humiliated or vulnerable, which undermines their self-
confidence and which may cause them to suffer stress”
[Lyons R, Tivey H, Ball C. Bullying at work: how to tackle it. A guide for MSF representatives
and members. London: MSF, 1995]
• Defined in terms of its effect on the recipient not the intention of the
bully.
• There must be a negative effect on the victim
• Persistent
• Need not only be face to face](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)