Bullying Phenomenon As Psicococial in Organizations

PHENOMENON AS MORAL HARASSMENT IN ORGANIZATIONS PSICOCOCIAL

In this type of business cultures, in the subjectivity of one who exercises authority has all the answers, it weakens the organization and its members. With this attitude is acquitted of all individual and group responsibility and assume no capacity in the search for answers and resolution of conflicts themselves or others, set the members of the organization in skepticism within both intergroup and interpersonal conflict.



To meet the authoritarianism should have a shared vision of common values ​​vs. the culture of these. So this group of organizations consciously or unconsciously, in my opinion, helps to follow the course of the conflict are well aligned with bullies, or even in the non-involvement (probably for fear that the same will happen) thus avoiding corrective or preventive measures. In this way the bully is allowed to set meaningless tasks, shift, unjustified criticism, excessive allocations of work ..., creating very low moral standards of the organization and motivation that encourages these conflict situations.

Modern studies of motivation and leadership in the company show that these two factors influence key issues: the effectiveness of teamwork, integration and ownership of the paintings of corporate managers, dietary changes, innovations and situations complex, the actual capacity and growth and internationalization of a company, or the productivity and competitiveness of it.

A decision is of high quality if it is consistent with the objectives that the company intends to achieve and the information potentially available. A high quality solution "solves the problem" or is most likely to do so.

This attribute has two functions within the model. First, it affects the importance of other attributes. If the quality of the decision is important, other qualities are in turn become critical to an effective decision. The second function is more direct. If all other things being equal, those decisions of great importance in the quality of the decision have, in turn, quite importantly, allow more participatory processes.

Based on the group structure (goals, objectives, corporate culture ...) and they are effective and add value to the organization, it is clear that the business climate that encourages the harassment of organizations, improvised or informal structure who have weakness in one, some or all levels, and are structured in a group or individual. This weakness may occur in hierarchical positions in the roles, relationships of interdependence or objectives and goals both horizontally and vertically. That is, in a climate without a proper design that allows organizational effectiveness from the participation of each of those involved. That is the first factor to mention is a low organizational level.

One of the most crucial factors to be given this type of conflict in the organization is that the objectives and tasks defined for a particular job are not communicated to the employee being bullied, therefore the communication is equally important factor. Actions to deprive or diminish the right resources to job performance, typical of mobbing that far to get confidence, solidarity and mutual assistance gets involved lack of motivation, low job satisfaction, role ambiguity and interpersonal conflict, an environment as we speak stressful work, because the worker did not know what to do in every moment, or how. With the consequent impact not only on the worker or group but to the external image of the organization, (competitiveness and efficiency). In addition to low-wage salary policies that create motivation. So in this climate will not find the right environment to develop the discrepancies on tasks and goals.

In conclusion I would say the climate is conducive to mobbing from the organizational deficit, low pay, stressful environment, absence or lack of communication and information and the establishment of an authoritarian and autocratic leadership, mainly.

From the beginning, I have placed this type of conflict in the hierarchical view of the organizational structure, with a tendency to discipline, order and supervision to maintain absolute power over workers hierarchically inferior and opinion. These leaders task-oriented productivity, profit and who show no interest, underestimate or no take into account the interaction with their subordinates.

Based on the theoretical model, Hersey and Blanchard's situational which postulates that the leader who must adapt their style to the demands of the situation.

This type of leadership does not take into account the need to establish a deep connection with their partners and understand their motivations and needs. Insecure people tend to be less capable staff surrounded them, ensuring their place, unable to overview of the situation, and a unidirectional communication style.

Established leaders begin to believe they are infallible and omnipotent. They attribute the success of the organization to its own talent and ignore the contributions of the team. End up considering as members of the same goods or interchangeable parts that are easy to replace, and you can use or abuse them at will. This attitude is a recipe for failure. Team members feel disappointed and even openly hostile.

For these businesses, political behavior are used to achieve this kind of action by the organization responsible for promoting special interests and "strategic actions where the actor defines the order you want or wish to achieve by combining the means which are necessary in achieving?. The power here is not achieved by consensus or by alternation but domination: aprocura mobbing which has a relationship with the beleaguered that "puts you in position to carry out its own will despite resistance from others?.



Mobbing is used in such organizations as a tool to get rid of employees for which they use the tactic of desperation, mental fatigue to get rid of them without imposing a cost to the company. The strategies used are the destruction the victim by the stalker stigma which implements any strategy of harassment behaviors whose purpose is to ridicule and social withdrawal to the victim (or at least try), in this case we speak of a descending power which is related to rational-bureaucratic model whose strategy is often a superior category trajabajador whose authority is formalized and legitimized by the organization exercises coercion based on fear of consequences such as functional degradation. Another strategy within this power may be to maintain alliances with the group in an exercise of fidelity that seek the divisions between its components and the lack of solidarity is to influence subordinates in exchange for benefits, rewards able to award, or also by persuasion with symbolic prizes, including the possibility of professional development and other strategy is based on control of information or knowledge to maintain control of access to information for decision-making posibililtar .

The power side, characteristic of natural-political model, which takes place between colleagues or members of the same career ladder and aimed goal is to "eliminate a potential competitor that can be annoying or not involved in unethical behavior? the most common way is by forming coalitions of workers, led by a particular person.

The rising power, related to the collectivist model of the organization, occurs when a person holding a higher hierarchical level in the organization is attacked by one or more subordinates. The reasons have more to do with not adapting to the values ​​of the organization such as his his rise has not been consulted or informed the other and has not been accepted because they make no clear objectives within the department in generating interference the functions of one or more of its components, or for reasons such as a highly customized as desired by any member of the group, or harassed traits (arrogance, authoritarian ...).

The least common of the three types of harassment is ascending, "is small because its frequency is not usually necessary to have the informal power to harass the boss?.

In this type of closed rational system organizations, and sticking to what we have studied the dynamics are commonly used chaos as the great diversity of interests, competitiveness, role definitions and uncertainty of performance and resources, require restoration of order constantly. So the values ​​of these organizations defined as "beliefs and moral principles that underlie the organizational culture, and provide meaning to the norms and standards of conduct of an organization" add nothing to the achievement of results. For deterministic behavior operates with very little exchange of energy (synergy) or producing an output rigidly invariable.

These feelings and beliefs are transmitted to members of the group where the workers are passive agents and there is no communication process to coordinate and control the activities and decision making. So do not get the motivation or involvement and welfare and social psiclógico workers. What exists in these organizations is basically the transmission of information on guidelines and rules of the tasks. That is, it comes to getting the obedienciaa the rules which flow direction is downward with no feedback either through formal or informal communication. This type of communication now considered inadequate, at least when set to general culture and not as specific behaviors, involves the failure to identify the employee or group with the organization, lack of commitment and employee involvement null preventing shared meanings, the harmonization of internal and external communication of the company.





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