Extra Credit Paper – Due on April 17, 2017 Outline for Natur.docx

Extra Credit Paper – Due on April 17, 2017
Outline for Natural Disasters Paper - GEOL 100
Dr. Wanda J. Taylor
I. Introduction
Include:
Purpose
Location
BRIEF introduction to the natural hazard of interest
Significance
II. Scientific Background
III. Data about specific natural hazard
IV. Discussion
Include comments on why specific damage occurred, what
hazard mitigation or
management approaches were in place, and what might have
been done to mitigate or manage

the hazard more successfully. You may comment on other items
in this section, as appropriate.
V. Summary and Conclusions – Necessary for paper
VI. References Cited - You MUST cite your sources. A
minimum of three sources are required
to earn a C.
Citing a reference in your text
In the text, cite authors’ names and date of publication (not the
title or journal, this is done in the reference
list at the end of the work), e.g., Smith (1991) if there is one
author: Smith and Jones (1991) if there are two and
Smith et al. (1991) for more than two. In the case of more than
one publication in a given year by the same author,
the use of ‘a’, ‘b’, etc., following the date will be necessary.
Example Osteoporosis is characterized by low bone mass and
deterioration of bone tissue leading to fragility and
increased risk of fracture (Drinkwater, 1994). A fractured bone
can be a costly and painful outcome. . .
Reference List Styles

Book - example
[last name], [initials], [year], [book title]: [city], [publisher],
[no. of pages].
Vail, P.R., Audemard, F., Bowman, S.A., Eisner, P.N., and
Perez-Cruz, C., 1991, The stratigraphic signatures of
tectonics, eustasy and sedimentology-An overview, in Einsele,
G., et al., eds., Cycles and events in
stratigraphy: Berlin, Springer-Verlag, p. 617-659.
Journal - example
[last name], [initials], [year], [article title]: [journal title],
[volume], [pages].
Doglioni, C., 1994, Foredeeps versus subduction zones:
Geology, v. 22, p. 271-274.
Web Page – examples (without and without URLs because they
are not static)
Last name, First name. "Article Title." Website Title. Publisher
of Website, Day Month Year article was published.
Web. Day Month Year article was accessed. <URL>.
Or
Editor, author, or compiler name (if available). Name of Site.
Version number. Name of institution/organization

affiliated with the site (sponsor or publisher), date of resource
creation (if available). Medium of publication. Date of
access.
ALL CAPS SHORT TITLE 50 CHARACTERS OR FEWER
Bullying in the Workplace and Ethical Climate
MSA 604
Ashlyn Lewis-Hope
Student ID #663654
Central Michigan University
Dr. James S. Neubecker - Reviewer
This MSA 603 paper is in partial fulfillment of the requirements
of MSA 698 Directed Administrative Portfolio

Executive Summary
Bullying in the workplace can occur for reasons such as; the
work culture encouraging employees to compete against one
another in completing a task, and the same workplace only
allowing for there to be one winner. The winner might win
most of the days, therefore getting a footing on which to bully
the other employees who perform less as good.
Another reason would be a bad workforce mix which encourages
employees to do whatever it takes in order to get the job done,
and this might include causing harm to the other employees just
for the sake of getting some work done (Richards, 2012). At
the workplace also, if the bullies ever feel that their behavior is
reinforced directly or indirectly, or that they are not punished
enough, they might be encouraged to continue doing the
behavior. Employees caught of bullying should lose their jobs,
and in severe cases, police involvement might even be sought
after to restore peace and understanding.
Bullying can happen at any organization. The best way to
handle this behavior is to terminate the person. To make
someone else feel that they are not welcome in their own areas
of work can be a very disturbing. Bullying can be associated
with many aspects of the organization, including its
administration, globalization, and cultural diversity or lack of it
thereof. The global world today embraces the concepts of
diversity along cultural lines in the workplace, but does not
know the effects this might have on individual employees who
are having trouble coping. Therefore, succeeding in such an
environment, surrounded by people who are from different
cultures and have different personalities is necessary for the
organization.
Table of Contents
Title
Page……………………………………………………………………

…………………….i
Executive
Summary………………………………………………………………
………………ii
Table of
Contents………………………………………………………………
………………....iii
Introduction…………………………………………………………
……………………………..1
Different Cultures and Personalities
………...………………………………………………...….3
Cultural Reasons Why Workplace Bullying is Tolerated
…….……………………………….....4
Cultural Difference Between a Hostile and well Controlled
Climate………………………….....5
Managing Various Cultures and The Ethical Climate…..
……………………………………….6
How to Improve Working
Relationship…………………………………………………………..
7
Conclusion and
Recommendations……………………………………………………
………….7
References……………………………………………………………
…………………………...9
BULLYING IN THE WORKPLACE
iii
Introduction to Bullying in the Workplace and Ethical
Climate
Legally, there is one documented way of defining bullying.
However, the most commonly used definition of bullying
describes bullying as the offensive and intimidating behavior, or

misuse of power directed in such a way that it humiliates and
injures the target of the bullying exercises (Branch, 2013). For
it to be called bullying, it has to occur repeatedly, and is more
often than not health-harming in a sense of the word. Bullying
can take the form of verbal or physical abuse, which in the end
interferes with the ability of some employees to properly do
their work. Bullies select their targets based on their
definitions of targets, they choose the best time and place to
launch their attacks, and finally, they go ahead and launch their
attacks (Linton, 2013). Any employee in the workplace can be
a victim of bullying and for employees who are very timid and
do not know how to stand up for themselves, they can end up
being the ones who are most adversely affected by the bullying.
Succeeding in a Diverse Workplace
With more and more business expanding into foreign
countries in the name of expanding their business, diversity is a
much welcome change. Operating outside the borders of the
home country brings with it the associated issue of diversity in
the workplace environment, with the diversity being mainly
along cultural and personality lines. The globalization trends of
most business highlight diversity to be among the determined
employees of success. Diversity can be a good thing and an
equally bad thing. However, surviving in a diverse environment
is not as easy a matter as it may sound. It requires efforts by
both the members of the staff, and the administration as well.
To succeed in a diverse workplace, employees and
employers need to work together. Employers should promote
diversity in the top management positions. From this position,
it would be possible to create a lifeline for the other employees
who might feel that they are somehow left out in case they are
few in terms of numbers in the workplace. Employees should
also strive to be more open in the workplace. Being open is the
one trait that allows employees to freely interact with one
another, exchange ideas, and express their opinions about their
work and their lives as well. Once the employees are open with
one another and can communicate freely, they will get a chance

to understand each other much better, and therefore, appreciate
the different cultures that the other fellow workmates bring to
the circle of friendship (Okoro, 2012).
In a diverse working environment, it is difficult to stop
employees from feeling as if all the decisions being made are
more in support of one side than the other. This unfairness in
thought creates an unwanted feeling in the workplace, and with
such a feeling going around, making people understand the
reasoning behind some major decisions can be difficult.
Employers can stop this habit from forming, by creating
inclusion initiatives that allow employees to become part of all
the major diversity initiatives in the workplace. With such an
incentive to motivate them, the employees feel like they are at
home, even when they are in the diverse working environment.
Employees can also take advantage of the diversity
training seminars organized either at their workplaces, or by
their employers. Such initiatives enable the employees to shape
their diversity policies, therefore allowing them to appreciate
their fellow work partners some more, and understand their
backgrounds and heritages a little bit more. In addition, the
employees can take advantage of the job satisfaction surveys
that are launched by the administration. The surveys are used
as tools of comprehensive reporting. This has the capability of
exposing some concerns that management had no idea what is
going on in the actual field. This will be a chance for
employees to air their views regarding issues as they see them
in the workplace. If they are not happy about something in the
work place, they have the chance of complaining and seeing
something get done about it.
Different Cultures and Personalities and How they can Impact
the Workplace
A global workplace would bring together employees from
different kinds of countries, and from this, the workplace would
be filled with people who are different from one another in
terms of the languages they speak, their behaviors, their beliefs,
and their way of thinking. Cultural and personality differences

are very important to take note of when in a diverse workplace,
as the two can determine the success of the team at doing their
work, and dealing with their differences. A better
understanding for the workplace in this situation is taking the
imagery of a stew. In a stew, there are different ingredients
used to cook the main meal that is being prepared. These
different ingredients have their different flavors and tastes,
which they contribute in their proportions to the taste of the
final meal being prepared. However, each ingredient is
different from the rest, and in addition to affecting how the
meal tastes, the meal also affects its own survival. The
workplace exists bound by a number of rules and regulations, as
well as expectations for different titles that different people
hold in the workplace. For the workplace to function as one
unit, it would require the assistance of all the players, and for
that to happen, players need to have some kind of an
understanding amongst themselves first.
In the workplace, culture is determine by who the person
is, where they grew up, where they are right now, where they
come from, their beliefs, and their strengths and weaknesses. In
the diverse workplace, different cultures are oriented towards
different things. For some people, culture determines our
perceptions to issues such as power distance, certainty and
uncertainty, masculinity and femininity, individualism and
collectivism, importance of time, handling of obligations,
involvement and commitment, as well as status and power bases
among many others.
On the other hand, personality differences are responsible
for classifying people into different categories. For instance,
there are people who like making decisions, while others keep
their options open. Others like details, while others like to
chase after their mystery. Others make decisions based on
emotions, while others think logically before making a decision.
Others think out loud, and hence talk a lot. Others talk less.
These different classes of personality types can be used to
broadly understand why people do the things they do, and in the

manner they do them in (Al-Jenaibi, 2013).
These different cultures and personalities define who the
person is, and therefore, impacts on their job performance on all
levels. Happy employees thrive well in an environment that is
associated with a happy feeling, but equally perform poorly
when they are in situations where they can encounter things that
make them unhappy. Therefore, the different cultures and
personalities impact on the ability of the employee to do their
work and therefore, affect how the workplace survives.
Cultural Reasons why Workplace Bullying is tolerated
The workplace has people from all kinds of cultural
backgrounds. These employees all do things differently. Some
employees come from a very competitive culture where if the
bully’s target has some skill deficiencies, there are concerns as
to whether or not bullying that employee could lead to getting
of those skills. There are also relaxed cultures where the people
concerned are not motivated enough to do anything about cases
of workplace bullying when they are brought to their attention.
There are some cultures in which belong to a majority of
society members who support aggression, humiliation, and
abuse of the rights of the other individual in the workplace. In
such a society, standing up against bullying can be difficult
especially since a majority of the society behaves in a similar
manner. Therefore, instances of bullying in such a setting not
only goes unnoticed, but might be inspired by emulation of
other employees doing the same thing to other employees in the
workplace.
The working conditions might also be inclined in such a
way that, they inspire a culture of violence, harassment, and
humiliation into the employees. For example, a case with a bad
boss who is constantly complaining and downplaying the roles
of the different employees, as well as maybe even insulting
them. Therefore, the employees survive by taking out their
anger on their fellow employees, some of whom might be too
weak to fight back, or raised in a society where fighting was not
tolerated hence they choose not to fight back.

Cultural Differences between a Hostile and a Well Controlled
Ethical Climate
In an organization, the ethical climate refers to the moral
atmosphere that the work environment shows, as well as the
ethics practiced within the working environment as well.
Culturally, a hostile ethical climate can be associated to poor
performance among the employees, while as a well-controlled
ethical climate produces happier and more productive
employees.
Culturally, a hostile ethical climate is described by cases
of harassment, discrimination, selfishness, rudeness, self-
centered employees, and maybe even over-supervision by some
of the supervisors. On the other hand, a well-controlled ethical
climate could be comprised of employees who are caring,
sensitive to the feelings of their fellow workmates, trusting of
the intentions of one another, secure about their abilities, and
even showing concern over what the other employees might be
going through (Vardaman, 2014).
Managing Various Cultural and Ethical Climates
In an organization where progress and performance of the
employees determines their positions for tomorrow;
competitions and hard work go hand in hand. However, the
issue having various cultural and ethical climates in the
workplace does not make things easier. The management of
various cultural and ethical climates calls for a careful approach
to the issue both by the management and the other employees,
so as to create a working environment that is inclusive of all
cultures represented, and makes everyone feel like they are
value.
The appointment of which employee should be assigned to
which tasks, should be assigned purely based on the skill and
abilities; not based off the relationship between whoever is
picking, and whoever is being picked for a task should not be
questionable. In this way, employees are sure that they have an
equal chance of being appointed to handle certain chores and
are not afraid that they are not related to people in positions of

power (Weckerle, 2013). In addition, the employers should
ensure the employees have a better understanding of cultural
differences, and their ethical climate as well. In this manner,
the employees understand their team dynamics better, allowing
them to interact much more easily with one another and form
meaningful attachments.
Another way of managing a different cultural and ethical
climate, is through the fair distribution of power based on
ability, and reducing instances of ethnic stereotyping among the
employees. Stereotyping can lead to formulation of early and
awful judgments and therefore, stopping them from happening
is an important thing. Power in a task should be assigned based
on the abilities the person has in such a task. Ethnicity should
not be encouraged in the workplace. Employers could also
encourage the formulation of collective judgments, which will
show the position of every member of the group, and by making
employees feel that their input and contribution in the
organization is valued, they are in a better position to better
appreciate one another.
How to Improve Working Relationships
The only way to improve working relationships in a
workplace is by giving the employees a chance to interact with
one another, work as a team, and present their opinions for
review by the other people. As the teams strive to work
together, they have to come up with up with a form of
understanding which builds on their working relationships.
Only when their working relationships are good can the
employees really perform to their maximum abilities (DeMarco,
2013). Team building exercises can contribute to the
relationship in the workplace. When managers are trained in
teambuilding their ability to problem solve is easier. It is
important for managers to be trained in team building exercises;
therefore they can use their knowledge to level the ethical
climate out when need be. If managers are displaying
cohesiveness among themselves this also could contribute to
positive working relationships.

Conclusion
After focusing on the administration, globalization, and
multiculturalism aspects of bullying in the workplace is an issue
but can be limited. Although different cultures and
personalities are accepting of bullying, this should be a
behavior that should not be brought into the workplace. The
concept of accepting all different types of people can result into
a positive workplace. Productivity can increase when the
ethical climate is stable and the morale within an organization
is acceptable. The negative behavior such as bullying can be
used into a positive behavior. But even then there are
limitations of what can be said or done. Managing various
cultures can be challenging but also rewarding. When
improving the relationships within the organization, it is
important for managers understand many cultures.
Multiculturalism, is one of the keys of having a bullying free
workplace.
References
Al-Jenaibi, B. (2013). Managing conflict in workplace: A case
study in the UAE Organizations. International Business Strategy
and Entrepreneurship: An Information Technology Perspective:
An Information Technology Perspective, 165.
Branch, S., Ramsay, S., & Barker, M. (2013). Workplace
bullying, mobbing and general harassment: A
review. International Journal of Management Reviews, 15(3),
280-299.
DeMarco, T., & Lister, T. (2013). Peopleware: productive
projects and teams. Addison-Wesley.
Linton, D. K., & Power, J. L. (2013). The personality traits of
workplace bullies are often shared by their victims: Is there a
dark side to victims? Personality and Individual
Differences, 54(6), 738-743.
Okoro, E. A., & Washington, M. C. (2012). Workforce diversity
and organizational communication: Analysis of human capital

performance and productivity. Journal of Diversity Management
(Online), 7(1), 57.
Richards, H., & Freeman, S. (2012). Bullying in the workplace:
An occupational hazard. MP Publishing.
Vardaman, J. M., Gondo, M. B., & Allen, D. G. (2014). Ethical
climate and pro-social rule breaking in the workplace. Human
Resource Management Review, 24(1), 108-118.
Weckerle, A. (2013). Civility in the Digital Age: How
Companies and People Can Triumph over Haters, Trolls, Bullies
and Other Jerks. Que Publishing.
ALL CAPS SHORT TITLE 50 CHARACTERS OR FEWER
Bullying in the Workplace and Ethical Climate
MSA 603
Ashlyn Lewis-Hope
Student ID #663654
Dr. James S. Neubecker - Reviewer

Executive Summary
Strategic planning is necessary when an organization wants to
ensure that they are successful. Leaders in the organization
should also be very familiar of strategic planning. The planning
process of the organization is used to help everyone figure out
how their role plays apart of the mission. The strategic
management of the organization is to ensure that employees are
remaining with the company and to prevent a high turn over
rate. According to David (2015), “…strategic management
focuses on integrating management, marketing, finance and
accounting, production and operations, research and
development, and information systems to achieve organizational
success” (p. 5). Bullying in the workplace could hinder any
progress that involves strategic management. Strategic
management must have protocols in place for an organization to
prevent this type of behavior. Carden and Boyd (2011) states,
“In an effort to retain employees that may leave for better
opportunities, organizations are looking not only at
compensation as a means to retain employees but also
intangibles” (p.72). Intangible could be included in the work
environment along working relationships. Organizations are
willingly to go that extra measure to ensure that people stay
employed and minimize turnover rate. Financially, if the
environment is positive this could prevent the unnecessary costs
for the training of the new employees. If the turnover rate is
controlled not only does the organization have to consider the

money that is used for hiring new employees; but the lost of
time is a factor that plays a part of production.
Table of Contents
Title
Page……………………………………………………………………
…………………….i
Executive
Summary………………………………………………………………
………………ii
Table of
Contents………………………………………………………………
………………....iii
Introduction…………………………………………………………
……………………………..1
Strategic Management and
Planning…………………………………………………………...…
2
SWOT(Strenght-Weaknesses
OpportunitiesThreats……………………………………………...2
Strategy
Formulation…………………………………………………………
…………………...3
Strategy
Implementation………………………………………………………
………………….4
Strategy
Evaluation……………………………………………………………
………………….4
External/Internal
Forces…………………………………………………………………
………..5
Managing
Conflict………………………………………………………………

………………...6
Conclusion and
Recommendations……………………………………………………
………….7
References……………………………………………………………
…………………………...9
BULLYING IN THE WORKPLACE
1
Introduction Bullying in the Workplace and Ethical
Climate
Personal and interpersonal relationships vary in many ways, but
the broad categorization is based on nature, i.e. either positive
or negative. Bullying is one of the negative relationships that at
time exist among people at work. People do bully each other at
work place since it is a place where grown-ups engage with
others while working. In 2013, According to Samnami, “While
the prevalence of workplace bullying generally ranges from five
to ten percent in Europe, researchers reporting the prevalence
rate in US found that 47% employees have been bullied over thy
past two years” (p.119). The aim of every institution is to
promote and environment that motivates and excites the passion
and abilities of the workforce towards delivery of the set
objectives in the most friendly way. With the SWOT analysis
as a foundation in the organization this could help the ethical
climate along with the organization achieving their goals. An
ethical climate should be inclusive and unbiased to all forms of
diversity and specialty with tolerance to growth in expertise in
all workers. Bullying hinders growth in an enterprise and leads
to restrictive approach to duty as the staff fear to neither
showcase their real abilities nor come up with alternative
solutions because of fear (Simha, 2012). Diversity is important
to growth and a free and ethically oriented environment is the

catalyst to achieving this crucial component. Bullying can take
place and thrive in all levels of an organization. Strategic plans
should be in place to ensure that the organization’s mission and
the ethical climate. The strategic plan needs a well-framed
operational culture to keep bullying at bay and foster an
environment of professional existence.
Strategic Management and Planning
The organization would first identify the mission or objective
when they begin implementing strategic management and
planning. One objective should ensure that the ethical climate
remains healthy. The status of the ethical climate can be
maintained in the organization, while they continue to increase
their profit. If bullying is a behavior that affects the ethical
climate, organizations need to ensure that behavior is
controlled. When strategic planning is in place the organization
will need to ensure that there are policies in place to protect the
ethical climate and the employees. Vega and Comer (2005),
states “It has been demonstrated that three out of four victims
and witnesses to bullying, simply quit or are driven out” (p.
105). When the victims and witnesses just randomly leave this
could cost the organization money because now there is no one
working in those positions. Then the organization’s mission
cannot be achieved because the unfilled position is now stand-
alone. The ability to get an employee could take months to find
a qualified person to fill the position and then to train that
person can be costly. When there is a huge turnover rate in the
organization the company’s assets are not as high as they should
be to accomplish the mission or objective. According to Duffy
(2012), “Drafting effective organization policies to prevent and
address workplace mobbing can ensure that the work
environment is a healthy place” (p.243). Any communication
breakdown in any organization will directly lead to decline in
performance. This can cost the organization money.
SWOT (Strenghts-Weaknesses Opportunities Threats) Analysis

An adults’ life is spent at their respective work. Some people
are not completely happy with their work environment with but
they will remain with the organization regardless of the ethical
climate. But the productivity is at stake when an employee
feels like they are being bullying. If the employee does
complete their work, the quality of the work may not be to
standard. According David (2015), “ Strenghts-Weaknesses
Opportunities-Threat (SWOT) matrix; is a strategic planning,
matches the firm’s internal strengths and weakness with
external opportunities/threats to develop strategies” (p. 690).
The focus of this research is the behavior of bullying that
occurs in the workplace and what type of impact does it have on
the ethical climate. Bullying in the workplace can result to
unethical practices. Organizations that have an unhealthy
ethical climate could suffer from a high employee turnover.
Identifying and defining bullying should be parallel of a
company’s SWOT analysis. Simha snd Cullen (2012) states,
“Ethical climates are a subset of these organizational work
climates and also have a strong influence on several
organizational outcomes” (p.20). If the ethical climate is
compromised this could cost an organization money. If there is
threat that the organization may lose money then their strategic
planning and management needs to be revamped. Bullying
contributes to stress-related absenteeism and decreased
productivity in an organization.
Strategic-Management Process/Strategy Formulation
Strategy formulation is developing a vision and mission,
identifying an organization external threats, determining the
internal strengths and weaknesses, establishing long-term
objectives, generating alternative strategies (David, 2015). The
strategy formulation can focus on the ethical code in the
organization and assess the problems that the organization may
have. During this step in strategic management the
communication can be observed. Determining if the
instructions are clear and easily understood. During this time,
it should be noted what should remain in place and which

behaviors should be abandon. Bullying could be an infraction
that would have an organization to re-analyze this phase. This
could be another cost at the expense of the organization. And
could deter away potential new employees.
Strategic-Management Process/ Strategy Implementation
Strategic implementation establishes annual objectives, devise
policies, motivate employees, and allocate resources to the
formulated strategies can be excuted (David, 2015). During this
stage it is important because if the objectives are established,
policies are updated, and with motivation from the co-workers
the strategic implementation will succeed. This stage of
strategic-management could reduce the cost of an organization
long-term and short-term. A division of the ethical climate will
hinder and limit the progress of the objectives and goals.
According to Gumbus and Meglich (2012), “…..bullying is not
illegal, it should be a concern for managers who want to
promotes a healthy relationship.” (p. 14). The motivation of the
employees will take a drastic change, if the strategic
implementation is not visited regularly.
Strategic-Management Process/ Strategy Evaluation
Strategy evaluation is the final stage of strategic
management. At this stage managers are encouraged to
acknowledge what is working for them and what is not. This
stage will also reveal what lost has been incurred in an
organization. If bullying is occurring and it is affecting the
work climate, the turnover rate will be large and the
productivity will decline. The best way to figure what is
necessary, an organization should compare themselves to
another similar organization. See what the other organization is
doing to improve the ethical climate and limit bullying in the
workplace. Duffy (2009) states, “In workplaces characterized
by fear and mutual mistrust, low morale, high level of
competiveness, lack of operational openness and transparency,
poorly disseminated and understood organizational structure and
policies, and limited opportunities for innovation” (p. 259).

Policies should be update at this phase. Measuring performance
is also an action that needs to be done. If an employee is not
following certain guidelines, this too can make the
organization’s objectives seem distance.
External / Internal Forces
There are 5 categories of external forces in strategic planning.
The 5 categories are economic, social and cultural, political and
governmental, technology and competitive forces. Bullying in
the workplace is an issue that can disrupt these 5 categories of
external forces. These categories are important because they
are used to compare the status of an organization to another
organization. David (2015) states, “Relationships with
suppliers or distributors are often a critical success factor”
(p.62). The 5 categories can also impact the cooperation of
another organization that is willing to pay for a service or
goods.
Internal forces deals with the marketing, financing, and
operations of an organization. This force is not much different
to external force because of the topic that is researched.
Policies
Policies are one of the most effective ways to control what goes
on in an organization. Without policies this could cause a huge
problem for all employees within the organization. Policies are
used on a daily basis and can be changed without notice.
According to Namie & Namie (2011), “The United States
currently has no laws or provisions dealing with workplace
bullying” (p.66). It is up to the employees to honor these
policies. Policies can sometimes be very broad. But if an
organization would like for things to run smoothly, they will
need to be very specific. Policies in workplace bullying are
needed for both the employees and managers. These policies
should include the consequences of the prohibited behavior. All
employees in an organization should receive training regularly
to ensure they stay in touch with the current bullying policy.
New employees should thoroughly understand the bullying
policy that is in place, to prevent issues that are related to the

behavior. Both new and current employees should also be
aware of what type of money that it may cost the organization
because of the turnover rate. Duffy (2009), states, “ Without
written policies in place, workers and managers are left
rudderless in terms of how to respond to such complaints, even
when they want to “do the right thing” (p. 242). It is founded in
the research, that if there are policies in place there is the
behavior of bullying can be properly monitored. According to
Tambur & Vadi (2012), “Every organization has its own
organizational culture created collectively by its members that
provides guidelines for the organizational members as to how
they should behave” (p.756). Using resource allocation for the
training of employees and future employees should be reserved
for this purpose. The turnover rate could be more of financial a
burden for an organization if the resource allocation is not used
to train the employees.
Managing Conflict
If the objectives have been changed this could trigger a conflict.
Some of the objectives that would be changed could cause
stressors on both supervisors and employees. There could be
little to no change, but without guidance, stressors can change
the ethical climate. Some employees may feel the stressors of
the organization when they make the change. At this time some
employees may feel as though are being bullied. Tambur &
Vadi (2012) states, “..results reveal that workplace bullying is
the result of ongoing changes in the organizational life, creating
vagueness and uncertainity” (763). But if policies are in place
when the changes, this too can resolve and manage conflict
within an organization. If an employee is satisfied with the
ethical climate this could reduce the turnover rate, decrease the
non-attendance, and health care could be affordable for many
organizations. If the organization is unsure how to manage
conflict there could be an industrial and organizational
psychologist who can advise the organization of how to manage
conflict and maintain the ethical climate.

Conclusion and Recommendations
Strategic planning research reveal that it is necessary to be used
in an organization. Although some organizations do not have a
strategic plan, they are still able to operate. Strategic planning
outlines the objects of the organization and what directions it
should take to get there. Sometimes strategic planning can be
hindered in organization because a negative behavior. The
ethical climate is at risk and mangers should be able to diffuse
the negative behavior. Without controlling a negative behavior
such as bullying, this behavior could cost the organization
money. Policies in the organization can clearly state what is
expected of all employees regardless of their position. With
policies being incorporated into strategic planning, the policies
should reflect the organization’s objective. Checkwa & Thomas
(2013) states, “ …when workplace bullying is present, morale,
and productivity decline and turnover increases, and there is a
toll on employees’ physical and emotional health” (p.47). The
three stages of strategic management are strategy formulation,
strategy implementation, and strategy evaluation. These should
be used to ensure that strategic management is not disrupted.
With the three stages of management, the objective and mission
will be visible for all employees within the organization. The
employees will then feel that they are all valuable to the
workplace. After the three stages of strategic management the
SWOT analysis should be used to get the organization back on
track to increase the productivity of the organization. When
there are changes for the better in an organization, these
changes are could be an attraction for new employees and retain
current employees. An ethical climate should be considered
when strategic planning is visited.
The 5 external factors are driven factor of the following:
economic, social and cultural, political and government,
technology, and competitive. These external factors are
important to consider because you do not want the organization
to fail because these factors were ignored. A competitive
organization is more than likely benefit from this failure.

Strategic planning is difficult to put into place initially. But
with a very specific direction and policies, the organization
should thrive just as well as their counterparts.
References
Carden, L. & Boyd, R. (2011). Workplace Bullying: Project
Strategy. Journal of Business and
Educational Leadership. 3(1), 71-82.
David, F. (2015). Strategic Management Concepts and Cases: A
Competitive Advantage.
Upper Saddle River, NJ: Pearson Education Company.
Duffy, M. (2009). Prevent Workplace Mobbing and Bullying
with Effective Organizational
Consultation, Policies, and Legislation. Consulting
Psychology Journal: Practice and
Research, 61(3), 242-262.
Gumbus, A. & Meglich, P. (2012). Lean and Mean: Workplace
Culture and the Prevention of
Workplace Bullying. Journal of Applied Business and
Economic, 13(5), 11-14.
Kinicki, A. & Fugate, M. (2012). Organizational Behavior: Key
Concepts, Skills, & Behaviors.
New York, NY: McGraw Hill Education.
Namie, G. & Namie, R. (2011). The Bully-Free Workplace.
Hoboken, NJ: John Wiley and Sons,
Inc.
Samnani, A. (2013). The Early Stages of Workplace Bullying
and How it Becomes prolonged:
The Role of Culture in Predicting Target Responses.
Journal of Business Ethics, 113(1),
119-132.
Simha, A. & Cullen J.B. (2012). Ethical Climate and their
Effects on Organizational Outcomes: Implications from the
Prophecies for the Future. The Academy of Management
Perspectives, 26(1), 20-34.
Tambur, M. & Vadi, M. (2012). Workplace Bullying and

Organizational Culture in Post-
Transitional Country. International Journal of Manpower, 33(7),
754-768.
Vega, G. & Comer, D. (2005). Sticks and Stones May Break
Your Bones, But words Can Break
Your Spirits: Bullying in the Workplace. Journal of
Business Ethics, 58, 101-109.
Bullying in the Workplace and the Ethical Climate
Current Financial Statement Theory and Protocols.Display a
significant level of financial understanding. Apply Financial
Theory. Solid Understanding understanding of the objectives of
MSA 602
Bullying in the Workplace and the Ethical Climate MSA 601
Ashlyn Lewis-Hope
Student ID #663654
Dr. James S. Neubecker – Reviewer
Executive Summary
When you hear the word bullying some of your thoughts are
geared towards one’s childhood and the school playground. But
bullying occurs through all life stages. The climate of a
workplace can determine the quality of a work that is produced.

Simha and Cullen (2012) states, “Ethical climates influence
both decisions making and behavioral responses to ethical
dilemmas, which then go on to be reflected in various work
outcomes” (p. 21). Daniel Feldman’s three-phase model of
organizational socialization will be used to explain why the
ethical climate is important; and how bullying in the workplace
affects the ethical climate. Bullying in the workplace is an
issue but more importantly affects the climate. There are
various types of bullying that occur in the workplace. Godkin,
L. (2015) states, “Bullying at work means harassing, offending,
socially excluding someone or negatively affect someone’s
work tasks” (p.76). Workplace bullying is more common than
what many may think. According to Nielsen, M., Nielsen, G.,
Notelaers, G., & Einarsen, S. (2015), “Globally, about 11% of
workers perceive themselves as victims of bullying” (p.23).
Bullying can occur in many forms. There are several types of
bullying but some examples are: Institutional Bullying, Client
Bullying, Serial Bullying, Secondary Bullying, Pair Bullying,
Vicarious Bullying, and Cyber Bullying. (Chekwa & Thomas,
2013, pp. 46) When making a living there should not be a
concern about the ethical climate. Many would think that the
leaders in the organization should be able to control the ethical
climate. The researcher uncovered why workplace bullying
occurs and the effect it has on the ethical climate. The
conclusion of the paper provided a recommendation on how to
identify workplace bullying and suggest repercussions for those
who decide to continue the act. And most importantly
educating the people in the organization of what workplace
bullying is.
Table of Contents
Executive Summary i
Table of Contents iii
Bullying in the Workplace and the Ethical Climate 1
McClelland's Need Theory 3
McClelland's Need Theory 4
Thondike’s Law of Effect5

Conclusions and Recommendations 7
References 9
Bullying in the Workplace and the Ethical Climate
Bullying in the workplace can impact the ethical climate and
ultimately the productivity of the organization. Godkin (2015)
states, “Bullying at work means harassing, offending, socially
excluding someone or negatively affecting somone’s work
tasks” (p. 76). Bullying should be limited and controlled not
only for the organization but for the wellbeing of the employee.
Some organizations are concerned that bullying is moving from
the playground of our childhood, to the offices and boardrooms
of our adult business arenas (Harvey, Heames, Richey, &
Leonard, 2006). Embarrassing someone in front of their peers
and subordinates is an example of bullying. Institutional
Bullying is popular in the military. Therefore, the affects are
not as grave as they would be in corporate America. Although,
it is the norm for military to experience this, there are policies
in places to prevent excessive bullying and harassment. The
ethical climate is important for an organization in order for it to
succeed. Not only is the ethical climate important for the
organization but it is very important for the employees. Some
people will terminate their current position and pay, to avoid an
unethical climate. According to Giorgi, Leon-Perez, and Arenas
(2014), “Job satisfaction reflects an attitude one holds about
one’s job” (p. 228). Job satisfaction is related to the ethical
climate and bullying. Chekwa & Thomas (2013) states, “
…….when workplace bullying is present, morale and
productivity decline, turnover increases, and there is a toll on
employees’ physical and emotional health” (p. 47). If a person
is not happy about their job then their attitude would reflect
their job performance. Unfortunately, bullying is a reflection of
one’s attitude and a negative attitude could affect the ethical
climate. Some people may not realize that they are a bully in
the workplace especially if it is the culturally norm. Others will

remain to be in the climate because that is what they will have
to do to ensure that they provide for their family. After all who
would want to go to college just to hate their job.
There could also be a launch of new leadership positions that
requires immediate attention to fulfill the mission. There are
many reasons why workplace bullying can occur. When an
organization shifts their mission, their ethical climate has a
tendency to change. With the organization shifts there could be
some situations that affects the ethical climate. When a mission
changes the stress levels changes and often times the dynamics
of the organization change. Leadership positions can be
dissolved when the mission changes. If the personnel are not
released from the organization; at times they will be used in
positions lesser than what they are qualified for. At this time
some there may be some resentful feelings and resistance
towards the organization’s changes. Giorgi, Leon-Perez, and
Arenas (2014) states, “….cultural facts may affect the
relationship between workplace bullying and job satisfaction”
(p.228). A culture change to the workplace can be a reason why
bullying occurs in the work place. Personal beliefs of religion,
ethnicities, and genders can also influence workplace bullying
and the ethical climate. In their study, Lindy and Schaefer
(2010) found that “A study conducted by the Workplace
Bullying and Zogby International, found that 54 million people
or 37% of American workers reported being bullied at work” (p.
286).
When the mission changes, it is never the organization’s leaders
intention for the ethical climate to change. Operating most
effectively is what most leaders focus on when the mission
changes within the organization. And some organizations
change their mission to create a better ethical climate and to
gain more profit within the organization. This is done because
personnel in the organization are not working to their potential
because of the ethical climate being compromised. For
example, the military will change their mission when there is a
conflict in an ally country. In this case, there will be

promotions to those who may not fulfill the requirements and
then the military will train them to be leaders. The quality of
work is no longer necessary but the quantity is important.
According to Simha and Cullen (2012), “ ….. ethical climates
has concentrated on exploring and investigating the effects of
the ethical climates on various organizational outcomes” (p.
23). The quality of personnel could lead to ethical issues.
Instead of the ethical climate deteriorating, most organizations
hope the changes of the mission encompass the ethical climate.
According to Samnani (2013), “Over the past two decades,
workplace bullying has received growing scholarly attention”
(p.119). It is up to the higher echelons of the organization to
recognize why the ethical climate has changed and what can be
done to improve the ethical climate.
A Three-Phase Model of Organizational Socialization
Bullying in the workplace will have its impacts on the ethical
climate. Bullying could make a person feel disconnected within
the organization and they may not feel as though they are apart
of the team. Without the connection of being apart of a team,
this could impact the individual performance. According to
Branch, Ramsay, & Barker (2013), “ Workplace bullying,
because of its severe personal and organization effects, detracts
from the development and maintenance of vital, diverse and
productive workplaces” (p. 280). Some actions that occur in the
ethical climate could interfere with personal and moral beliefs.
If this occurs, the job satisfaction is then in limbo. Simha and
Cullen (2012) states, “Ethical climates have been demonstrated
to have a variety of effects, some positive and some negative,
on organizational outcomes” (p. 31). This can be difficult when
you have different personalities working in the same climate.
The leadership within the organization should use the Three-
Phase Model of Organization Socialization to control workplace
bullying. Anticipatory socialization, encounter, and change
acquisition are the Three-Phases of the Model of Organization
Socialization (Kinicki and Fugate, 2012). In the initial phases
of an organization, the anticipatory socialization phase is

typically established. At this phase the ethical climate is
established and there is a determination of what is acceptable.
There should be a no tolerance of bullying in workplace
established at this phase. According to Ramsay, Troth, and
Branch (2011), “Work-place bullying has serious, negative
implication for individual, group, and organizational
functioning” (p. 802). The encounter phase can be the learning
phase of an organization. If bullying is present in the
workplace, this could be a trend that most newcomers may
experience and impose on other future newcomers. At this
stage an organization may identify that bullying is effecting the
ethical climate. The final phase of the organization
socialization is the change and acquisition of the organization’s
ethical climate. During this phase training and education for
the organization can help identify bullying and the effects it has
on the ethical climate. Duffy (2009) states,
“Antimobbing/antibullying policies should be on facet of a
broader program to foster a positive, high-care workplace
environment” (p. 254). Re-training and having policies is
important for establishing the ethical climate. When there are
policies in organizations, the ethical climate can be controlled.
McCelland’s Need Theory
McCelland’s need theory applies to the ethical climate and how
the organization recognizes the behavior within the
organization. The need of achievement can cloud one’s
decision-making process and can influence a behavior that
would disrupt the ethical climate. The achievement can be
influenced by power and money. Some people want to succeed
in an arena that could improve their financial status. And some
would like others to identify them with the position that they
may hold. This especially important considering there are
different positions that get different attention. The need for
affiliation can be challenging, mostly people want to do the
right thing and others do what they can just to be apart of a
particular crowd. The need for power is also very influential
and can control the ethical climate if policies are not in place.

How managers and supervisors react to bullying in the
workplace can confirm the results of the ethical climate within
the organization. Job satisfaction could be a contributing factor
for bullying in the workplace and the effects it may have on the
ethical climate. Giorgi, Leon-Perez, & Arenas (2015) states
“..negative acts are interpreted as occurring to all employees,
such as acts could be less damaging to job satisfaction than
previously thought” (p. 229). McCelland’s Need Theory is
useful when understanding why an employee may act in a way
that it is not positive to the ethical climate. This theory can be
used to understand why bullying occurs in the workplace.
McCelland’s Need Theory can be used to prevent bullying
workplace that impacts the ethical climate. Organizations can
educate the their employees to prevent and limit bullying in the
workplace. Organizations must identify what bullying is in the
workplace, set standards of relationships, provide counseling
options, and comply with privacy procedures to manage
workplace bullying (Piotrowski, 2012). Training and education
could establish preventative measures in the workplace. An
industrial and organization psychologist should be consulted.
This will ensure that each organization has plan that is catered
to their current mission.
Thorndike’s Law of Effect
Kinick and Fugate (2012), explains that Thorndike’s Law of
Effect is a behavior with favorable consequences tends to be
repeated, while behavior with unfavorable consequences tends
to disappear (p. 213). Thorndike’s law can explain why
bullying occurs in the work place and how it can continue and
eventually impact the ethical climate. Bullying can be a
behavior that a person learns. And is often passed down to the
subordinates who encounter this behavior. Bullying in the
workplace can occur between because of conflict and personal
beliefs. Godkin states (2015), “That bullying in the workplace
occurs typical between the peers and supervisors” (p. 81). A
need for achievement is another reason why bullying occurs and
time is a factor. Many people want to be the best and the first

to exceed job tasks. The focus on being the best and achieve
goals compromises the ethical climate. An example of wanting
to be the best; A commander wants to exceed his peers’
standards and impress his boss, he will do things that are
complicated to achieve. The commander will schedule training
that would be strenuous for her subordinates but she wants to do
the impossible. Schedule a range, a road march, and physical
fitness test in the same way. This is an irregular schedule and
can be complicated to complete. The outcome of this schedule
is that she didn’t something that her peers didn’t want to hinder
in their companies. Even though her company did the
impossible, she now has more injuries in her company than her
counterparts and her morale is low. The ability to care what
type of work you produce is now not an interest. This type of
over drive impacts the morale within the organization.
According to Simha & Cullen (2012), “….employess believe
that they can act on deeply held personal convictions to make
ethical decisions” (p.21). This cannot be the leader’s idea of
what an organization should be. A large turnover rate can result
in an unbalanced ethical climate. Ramsay, Troth, & Branch
(2011) states, “Compared with a more individual focus,
effective formal work groups have the potential to offer a range
of benefits to organizations, including positive impacts on
attitudinal behavioral, operational, and financial outputs” (p.
799). The ethical climate can result to a hug turnover in the
organization. The turnover rate could hinder the organization
from performing at a rate need for it to succeed. Conclusions
and Recommendations
Bullying is not just a behavior that happens in the schools, it
happens in the workplace. This is an issue that is effecting the
ethical climate of the workplace. Re-organizing an organization
can upset the ethical climate when the mission changes.
Personnel can be shifted in other positions to support the
mission change. These changes could place personnel in
positions that may be needed in high demand. Leadership in the
organization should ensure that these personnel are trained in

all arenas. The most important focus of organization is the
ethical. The ethical climate could effect the productivity of the
organization. But some may not understand how important is
to control the ethical climate and how it should be monitored.
Godkin (2015) states, “Leaders in a positive mood have
followers that are” (p. 81).
The ethical climate could impact the success of an
organization. What the researcher found is that the bullying
does occur more often than it is acknowledge. There was also
information provided that bullying does effect the ethical
climate.
The Three-Phase Model of Organizational Socialization can be
used to adjust to the behavior within the organization along
with Thorndike Law and Effect. The Three-Phase Model of
Organizational Socialization should be the foundation of all
organizations. The ethical climate is important for an
organization and its employees.
According to Simha and Cullen (2012), “Caring climates are
associated with the benevolence construct and the individual
and local loci of analysis; employees operating in caring
climates perceive that their decisions are and should be based
on an overaching concern for the well-being of others. This
climate tends to encourage behaviors that yield a positive
outcome for the greatest number of constituents” (p. 21).
There could be many of reasons why workplace bullying occurs,
personal gain seem to be the root of the problem. Policies and
training can help employees understand and manage the ethical
climate. A problem cannot be solved if it is not identified and
it is up to the managers to notice the changes in a timely
manner. The workplace can be a safe environment and exceed
many standards if the ethical climate is a positive one.
References
Branch, S., Ramsay, S., & Barker, M. (2013). Workplace
Bullying, Mobbing, and General Harassment: A Review.
International Journal of Management Reviews, 15(3), 280-299.
Duffy, M. (2009). Preventing Workplace Mobbing and Bullying

with Effective Organizational Consultation, Policies, and
Legislation. Consulting Psychology Journal: Practice and
Research, 61(3), 242-262.
Giorgi, G., Leon-Perez., J & Arenas, A. (2012). Are Bullying
Behaviors Tolerated in Some
Cultures? Evidence for a Curvilinear Relationship Between
Workplace Bullying and Job
Job Satisfaction Among Italian Workers. Journal of Business
Ethics, 131(1), 227-237
Godkin, L. (2015). An Epidemicological Approach to
Workplace Bullying. Journal of
Leadership, Accountability, and Ethics, 12(3), 76-91.
Harvey, M., Heames, J., Richey, R., & Leonard, N. (2006).
Bullying: From the Playground to
the Boardroom. Journal of Leadership & Organizational Studies,
12(4), 1-11.
Kinicki, A., & Fugate, M. (2012). Organizational Behaviour:
Key Concepts, Skills & Behaviors.
New York, NY: McGraw Hill Education.
Lindy, C., & Schaefer, F. (2010). Negative Workplace
Behaviours: an Ethical Dilemma for
Nurse Managers. Journal of Nursing Management, 18, 285-292.
Nielsen, M., PhD., Nielsen, G., PhD., Notelaers, G., PhD., &
Einarsen, S., PhD. (2015).
Workplace Bullying and Suicidal Ideation: A 3-Wave
Longitudinal Norwegian Study.
American Journal of Public Health, 105(11), 23-27.
Ramsay, S., Troth, A. & Branch, S. (2011). Work-place
Bullying: A Group Processes
Framework. Journal of Occupational and Organizational
Psychology, 84(4), 799-816.
Simha, A., & Cullen, J.B. (2012). Ethical Climates and their
Effects on Organizational
Outcomes: Implications from the Past and Prophecies for the
Future. The Academy of
Management Perspectives, 26(4), 20-34.

Piotrowski, C. (2012). From Workplace Bullying to
Cyberbullying: Enigma of E-Harassment in
Modern Organizations. Organization Development Journal,
30(4), 44-50.

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