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Conceptual framework for workplace bullying
Conceptual framework for workplace bullying
Conceptual framework for workplace bullying
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“The High Art of Handling Problem People”
In “The High Art of Handling Problem People” by Hara Estroff Marano, Psychology Today, May/June 2012, the author discusses the personalities and behaviors of toxic people and includes information on defusing encounters in everyday life. First, the author lists the hostile as short-tempered, mean, does not like to be wrong, acts in self-serving ways without consideration. and it’s unlike he will see another point of view. Secondly, the neurotic a pessimist, negative, anxious and doesn’t realize she is dysfunctional. Co-workers and others shy away because of the attitude. Next, the Rejection-sensitive, a person who either real or imagined expects to treated badly by others will use passive aggressive
In Andrew Braaksma 's essay Some Lessons From The Assembly Line he provides the perspective of a college student learning life lessons from his summer job in a factory and how it showed him not to take his ability to have a higher education for granted. While most students never give it a second thought about not going to college, Braaksma learned from the hard work and low pay to appreciate the opportunities he has. Most college age students have never experienced the struggles of what real life can throw at them. Long hours with low wages, the physically taxing nature of some of these jobs and lack of job security. Having myself worked construction jobs for many years before going back to college his essay could prove invaluable to many students.
This article describes how rudeness and incivility causes great damage to everyone in the workplace even if it was only intended at a certain person. One professor at the McDonough School of Business at Georgetown University states, “Incivility is almost like trapping people inside a fog.” (Gurchiek, 2015, para. 4) In this quote, incivility is explained as something employees are all affected from and are not able to get away from. Moreover, many surveys are presented throughout the article to show how people either lose or quit their jobs because of the rude treatment that they experience in the workplace. Because of those survey results, many experts believe that rude behaviors in the workplace will begin to worsen in the coming years. However, steps to establish an atmosphere of respect and consideration for colleagues are presented at the end of the article to assist with changing that prediction.
The experience of being socially excluded leads to increases in aggressive behavior. Research has found that when people are excluded by others, they are more likely to behave aggressively, even to people who did not initially exclude them (Twenge, Baumeister, Tice, & Stucke, 2001).
First off, going with the "I don't care" approach is not a good way in handling the situation. If one gets used to this approach, it may affect the development of emotional instincts and become habitual. This means, one may lose the ability to care. Another misconception regarding the coping process relates to letting our instinctive reptilian brain take over. This part of the brain senses danger and becomes an offensive and defensive responses in actions. If one lets their survival side take over whenever there was a problem, anger and impulse would rule over whenever we feel hurt. The third misconception on coping is completely forgetting how to deal with situations with our thinking mechanism. If one completely relies on instinctive responses, one would never learn how to express these emotions into words. They would also not be able to learn from experience for future
You know what you feel like after an encounter with a difficult person—provoked, angry, powerless, and frustrated. That’s because hostile aggressive people have a sixth sense. They seem to know intuitively what buttons to push to keep you off balance. One person I encountered was the Bully Boss. I didn’t him let bully me, but he did to just about anyone who thought he could. He use to do mean things just too intentionally make people cry and then watch their reactions. It was a little game in
For the sake of this assignment I will have to use the term “client” very loosely for this population. One interaction I can think of is with D.B. an 8 year-old girl who has been diagnosed with Oppositional Defiant Disorder (ODD). ODD as described in our text, is characterized by a pattern of defiant, hostile, and negativistic behaviors (Lambert, 2005; AACAP, 2009). For D.B, she would often display behaviors towards others that were vindictive and spiteful in nature, she would through temper tantrums at a drop of a dime, frequently act out inappropriately by deliberately doing things that annoy others and persistently test limits, as well as be hypersensitive or touchy in regards to others feedback to her. Her behaviors have disrupted her performance day-to-day functioning in various contexts, specifically in her home environment, interacting socially with peers when playing, and in an educational setting.
There are many conflicts in the workplace, many of them are recognized and solve. However, most of the important ones are ignored. These problems are divided into four different sections: Intrapersonal, Interpersonal, serious and minors. Simple examples of personal aggression at the workplace are sexual harassment, verbal assault, thieving or endangering co-workers. These examples of personal aggression are considered interpersonal and serious category.
Offensive conduct can create a hostile work environment (Williams, 2011). Hence, a hostile work environment refers to, “any change that results in an alteration of an employee’s mood or behavior based upon the conduct” (Williams, 2011, p. 1). Thus, the unwelcomed comments based on negative stereotypes of Sonia’s religious attire by her coworkers caused her to feel self-conscious and withdraw.
There are a number of articles regarding toxic work cultures and ways to survive or turn it around. However, what do you do about the work environment that cannot change despite your best efforts? Recently I had lunch with a colleague who is miserable at his new job and by his account he has literally given up and does just enough to get by. This admission is out of character for him, given that he has always been a positive formidable leader. I did not recognize the person who was sitting across from me; this person appeared defeated and physically drained.
The more I think about the situation, the more questions I have. It is difficult to analyze everyday situations that involve people's emotions, moods, and experiences. There are plenty of people who are rude. Are they unpleasant people or oppressors? How do we determine the difference between the two?
Fundamental Techniques in Handling People. The next section is called: Six Ways to Make People Like You. The third chapter is titled: How to Win People to Your Way of Thinking. The final segment is called: Be a Leader: How to Change People Without Giving Offense or Arousing Resentment. The titles to the sections are somewhat blunt and imply manipulation instead of understanding or compromise but the book stresses seeing things from the viewpoint of others and resolving conflict in mutually acceptable ways. The emphasis of the book is teaching the skills necessary to use the collaborating conflict style and behavior modification. The first section, Fundamental Techniques in Handling People, has three principles. 1) Don't criticize, condemn or complain; this is the most difficult one to manage. 2) Give honest, sincere appreciation. Everyone has some positive traits. 3) Arouse in the other person a desire to please. Using these principles promote the ability for the individuals to have an open, honest conversation.
This is learned from home life that a person experienced as a child. As a passive-aggressive adult, a person would have grown up to believe that speaking their truth, or simply saying ‘no’ to something wrong, is dangerous, and will “jeopardize their chance to receive love and affection from their parents or caregivers” (Seltzer). Meaning that the real feelings or emotions never present itself through the person because he/she is afraid to express him or herself. Growing up with either strict regulations or regimented laws, and no chances at personal adventures that expresses the person. Not only is passive-aggressive behavior effective to the person it also emotionally affects others. For example, in a work environment, a co-worker has idea that a person does not agree with. Instead of saying that they think they have a better idea or does not agree with, that person will just agree with it. Later on, the person starts missing deadlines or comes up with excuses of not “having the time” to do it. This affects the co-worker because, then the co-worker will have to change to please that person and possibly start all over, which causes stress and anger. This is called “underhanded sabotage”, where a person “purposely undermine tasks, projects, activities, deadlines or agreements. Causing harm or loss materially” (Ni). Mentioned before,
• The Use of Force is about a girl who may have Diphtheria, but refuses to open her mouth to let the doctor look at her throat. After much struggle, emotional and physical, the doctor forces her to open her mouth and it turns out she does indeed have the disease.
sensitivity to disempowering behavior in organizations: Exploring an expanded concept of hostile working environment. Employee Responsibilities and Rights Journal, 16(3), 135-147.
Animosity can be comprehended in different ways. It can be conceptualized as an identity quality or including causes inside a troublesome disposition as such animosity might be inborn to the person. Another perspective of hostility distinguishes it is an indication with or without expectation or versatile capacity. Animosity may likewise mirror a behavioral example that can be ascribed to a disorder, for example, Lesch-Nyhan disorder. A wide range of forceful conduct