A Possible Explanation on the Glaser Effect by Hammar G. W.

By Hammar G. W.

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Extra resources for A Possible Explanation on the Glaser Effect

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Dwayne was angry all right, but he was certainly not violent. After Dwayne was fired, staying in the idyllic little southwestern town where he went to high school no longer seemed like a good idea. He had his wife and kids to consider, and he wasn’t sure whether he would ever be able to get over the bitterness of the last eighteen months. Besides, he wanted to coach football, and he had a life to live. Those who had mobbed Dwayne packed up his office for him. But Dwayne packed up his house himself and left town with his family.

It’s also clear that misuse and abuse of power were present in both scenarios. But there are also important differences between the two scenarios that are reflective of the differences between workplace bullying and workplace mobbing. Power and Workplace Mobbings Let’s start with the issue of power. Viewpoints about workplace bullying often assume a static power imbalance between the perpetrator and the victim where the perpetrator has more power and status than the victim. This kind of top-down power relationship occurs in supervisor-to-subordinate bullying.

In workplace mobbings, power is more fluid and flows among those who have ganged up in order to drive someone out of the organization, whether the target is of lower rank, the same rank, or higher rank. In workplace mobbings, power is not associated with organizational rank or status alone. In the wake of workplace conflicts that trigger mobbings, power can shift rapidly among organizational subgroups regardless of how high or low those groups are within the organizational hierarchy. 1 Comparing and Contrasting Workplace Bullying and Workplace Mobbing Scenario One: Workplace Bullying Scenario Two: Workplace Mobbing Victim High performer High performer with a reputation for speaking out Perpetrators Single individual (direct supervisor) Multiple organizational members (supervisors, subordinates, and same level coworkers) Organizational context Responsive to complaint from employee about hostile work environment Unresponsive to employee complaint; toxic organizational culture; unethical and abusive organizational leadership; unethical organizational communication; routine abuse of power and misuse of organizational investigatory and disciplinary channels Triggering event None other than routine assignment of employee to different department Challenge by the employee to the status quo or “the way things are done around here” Types of abusive acts Relentless criticism of job performance; failure to acknowledge job skills and strengths; excessive job scrutiny and micromanagement; unreasonable work demands Gossip; innuendo; character and personality attacks; improper and intrusive personnel investigation; defamation Method of carrying out abusive acts Direct perpetrator-to-victim interactions Concerted actions, many covert, by multiple organizational members; designed to subject the victim to excess and unwarranted scrutiny and investigation; carried out through the use of both formal and informal procedures; unethical communication Motivation and goals of perpetrator(s) Exercise of power and control Elimination of the victim from the organization and stripping the victim of respect, status, and influence Mobbing Is Not Bullying | alliances can allow those lower in the hierarchy to hold greater power over those higher in the hierarchy and to successfully mob them.

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A Possible Explanation on the Glaser Effect by Hammar G. W.
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