KIMBER BRADY UNIT 2 PORTFOLIO

TABLE OF CONTENTS: Learning Objecti e! """""""""""""""######### $ Lect%re N&te! """""""""""""""""#######2'($ Rea)ing N&te! """""""""""""""" "###(2'*2 Re+,ecti&n! """""""""""""""""""##*-'./ T0e De i, 1ear! Pra)a Re ie2 """"""""""".$'.3

Learning Objecti e!
Become a resilient actor Ability to handle difficult situations at work i.e. bullying Ability to handle complications between co-workers

How to deal with bullying in the workplace

How to prevent it from effecting my communication with co workers How to establish open-communication between everyone

UNIT 2 LECTURE NOTES

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Intr&)%cti&n t& Organi4ati&na, C&55%nicati&n Lect%re N&te!.62(6$Organi4ati&n!

o oordinates the behavior of its members so they can work collectively

o !nherent tensions between goals" beliefs and desires of members and the larger organi#ation o $arger the organi#ation % more tension

7: How did the reading point to this definition and this inherent tension& A: downsi#ing highlights the tension o '(he ommunication onse)uences of downsi#ing trust" loyalty and commitment* article specifically says that downsi#ing increases tension in the work place through economic and

psychological reasons including, reduced loyalty" decreased satisfaction" increased uncertainty and the loss of social capital. o -mployees feel threatened. go into competition or survival mode o /ole 0ncertainty in the face of environmental ambiguity takes the place of 1ob an2iety. o $earned Helplessness employees do not try to be innovated or make changes in fear of failure and termination. o '-mployees who survive the downsi#ing cull may believe they have no real say in their future. reativity and innovation decrease. 3eople do what they are told to do" leave decision making to others" and e2pect the worst. (his is an unpropitious conte2t for organi#ational success"* The Communication Consequences of Downsizing.

8T0e )&2n!i4ing 9r&ce!! create! a great )ea, &+ !tre!! in t0e 2&r:9,ace;< 2rite! =# B# Sc0ir& an) L# Ba:e in Downsizing and Organizational Change Survivors and Victims: Mental Health Issues. 8In a))iti&n; t0e !%r i &r! &+ )&2n!i4ing e>0ibit an>iet? a! t0e? tr? t& c&5e t& ter5! 2it0 t0e ,&!! &+ t0eir c&,,eag%e!# E59,&?ee! grie e +&r c&,,eag%e! 20& 0a e ,e+t; an) t0e? e>9erience %ncertaint? an) an>iet? ab&%t 20& 2i,, be t0e ne>t 9er!&n t& ,&!e 0i! &r 0er j&b# Fina,,?; )e9re!!i&n !et! in; an) a )&2n2ar) !9ira, begin!#<

It seems like downsizing is a poor choice for companies. From the lecture we learned productivity goes down and a lot of other things that cost the company to lose money. Downsizing creates more tension in workplaces because it creates differences in 4

goals beliefs and desires between individuals and the company. Downsizing should be a last resort to save a company! downsizing should not be the norm.

Feat%re! &+ an Organi4ati&n

o ' 5* 6 ommunicative onstruction of 5rgani#ation7 o 3rocess of creating8maintaining structure through symbolic practices oriented toward the achievement of organi#ational goals
8Organi4ati&n! are entitie! )e e,&9e) an) 5aintaine) &n,? t0r&%g0 c&ntin%&%! c&55%nicati&n acti it?# I+ t0e c&55%nicati&n acti it? !t&9!; t0e &rgani4ati&n )i!a99ear!# I+ t0e c&55%nicati&n acti it? bec&5e! c&n+%!e); t0e &rgani4ati&n begin! t& 5a,+%ncti&n# T0e!e &%tc&5e! are %n!%r9ri!ing beca%!e t0e c&55%nicati&n acti it? i! t0e &rgani4ati&n# On,? b? irt%e &+ c&ntin%&%! c&55%nicati&n are t0e e>c0ange! an) inter9retati&n! &+ inter!%bjecti it?; an) t0e !0are) %n)er!tan)ing! &+ generic !%bjecti it?; )e e,&9e) an) 5aintaine);< Kar, E# 1eic: Sen!e5a:ing in Organi4ati&n!#

I think "eick#s statement $the communication activity is the organization% identifies the importance of the communication construction of organizations. &ot is it only important it#s everything. 'ccording to "eick when communication suffers the organization begins to malfunction. It is sensible to improve communication within a company because it will help the company achieve organizational goals and thus thrive. o !nterdependence- members and activities o 9hat happens when one pro1ect impacts other pro1ects o 9hen someone is sick someone else steps up

Dark side: 't my previous employment there were numerous call(outs by employees. 's a manager it was hard to keep the employees at work happy because they were always $stepping up% for the employees whom called out from work. )ome employees held a lot of resentment towards individuals who called out often. I have dealt with the dark side of interdependence. o ;ifferentiation of (asks and <unctions- division of labor o ;epend on diversity o $ivelihood defining feature of organi#ations. o =oal 5rientations- common purpose as well as multiple and competing goals o >eep in mind individual goals are there as well as the organi#ation goals. E !M"#E: I think a great way companies keep individual and organization goals aligned is when they give company shares to employees. I think this makes employees want the company to grow because it is in their personal interest.

C&ntr&, Mec0ani!5!
o ;irect ontrol- e2plicit monitoring of behavior o -2. micromanaging. checklists of tasks to accomplish o (echnological ontrol- using technology to control what people do" speed and form 6includes electronic surveillance7 o -2. conveyer-belts o Bureaucratic ontrol- system of rules" structures and roles control activities o Built into the nature of organi#ations

o -nable8constrain our activities o !deological ontrol- system of values and beliefs that internally control member behavior o -2. mission statements" orientations" religions. o ;isciplinary ontrol- ' oncertive control* o
o

ontrol from the bottom up.

an be more controlling than the other mechanisms of control

'n e*ample of how concertive control can be more controlling is given by +ames ,. -aker in his book $Tightening the Iron Cage. Concertive Control in )elf(/anaging Teams.%

8R&na,);< a tec0nica, 2&r:er in a !5a,, 5an%+act%ring c&59an?; ga e 5e t0i! acc&%nt &ne )a? 20i,e I 2a! &b!er ing 0i! 2&r: tea5# R&na, ) 2&r:! in 20at c&nte59&rar? 2riter! ca,, a 9&!t b%rea%cratic &rgani4ati&n; 20ic0 i! n&t !tr%ct%re) a! a r%,e'ba!e) 0ierarc0?# Ae 2&r:! 2it0 a tea5 &+ 9eer! 20& are a,, eB%a,,? re!9&n!ib,e +&r 5anaging t0eir &2n 2&r: be0a i&r!# B%t R&na, )e!cribe) an %ne>9ecte) c&n!eB%ence &+ t0i! tea5'ba!e) )e!ign# 1it0 0i! &ice c&ncea,e) b? 2&r: n&i!e; R&na,) t&,) 5e t0at 0e +ee, 5&re c,&!e,? 2atc0e) n&2 t0an 20en 0e 2&r:e) %n)er t0e c&59an?C! &,) b%rea%cratic !?!te5# Ae !ai) t0at 20i,e 0i! &,) !%9er i!&r 5ig0t t&,erate !&5e&ne c&5ing in a +e2 5in%te! ,ate; +&r e>a59,e; 0i! tea5 0a) a)&9te) a 8n& t&,erance< 9&,ic? &n tar)ine!! an) t0at 5e5ber! 5&nit&re) t0eir &2n be0a i&r! care+%,,?#<

E@AMPLES OF CONTROL MECAANISMS

0pon reflection of the control mechanisms I was able to identify the mechanisms in place at my last work place.

 Direct Control( we had checklists for each shift that outlined their duties for the day Technological Control( this was not implemented by us but corporate in the means of electronic surveillance. -ureaucratic Control( this again was implemented by corporate by means of rules structures and roles Ideological Control( each employee was to memorize the $Core 1alues% and even the more specific $,ocky /ountain 2% values for our store only in addition to the standards for safe food handling. These were everywhere33 4very time someone from corporate was there 5, would hand out little cheat sheets incase we were asked about our $values.%

Disciplinary Control( often people were taken up to the manager#s office and talked too written up or other means of discipline.

In C,a!! Acti it? clip from the (A series '(he 5ffice* 7: How are the control mechanisms apparent in the movie clip&

A: 1. Cichael was practicing Direct C&ntr&, when he told 3am to throw the 'importantD fa2 from corporate away. 2. 9hen Eim lists his roles and duties as a Er. paper-salesman at ;under Cifflin it is an e2ample of B%rea%cratic C&ntr&,# 3. An e2ample of Di!ci9,inar? C&ntr&, when Angela tells >evin to wipe off his face. +. Tec0n&,&gica, C&ntr&,- Ean sends a fa2 to Cichael that will dictate the meeting.

Per!9ecti e! &n Organi4ati&na, C&55%nicati&n

ommon way scholars look at how communication occurs in teams o <unctionalism- communication is a vehicle to use for organi#ational effectiveness o $ook for breakdowns and try to fi2 them -2. ' ommunication Breakdown* $ed Feppelin

o !nterested in ;irect ontrol o !nterpretive- communication constitutes our organi#ational e2periences o o ommunication is not only a tool but creates our realities. ritical- communication and power intersect in organi#ations o 9hat is role of communication in that power o 0nspoken power in organi#ations Got 1ust 1ob title.

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3ostmodernism- multiple organi#ation realities. no one definition of activities.

<eminism- inclusion of womenDs voices. o !ncludes marginali#ed voices. peoples voices who are muted in organi#ations o 3rofessions are gendered" this perspective asks why&

Dar: Si)e &+ Tea52&r: Lect%re N&te! 2 .62D6$-

Intr&)%cti&n clip '(he 9orst (eamwork Aideo -ver* o 7: 9hat was the perspective used in the clip A: !dealistic control- less likely to )uestion8 resist. 11

This clip reminded me of the clip from the T1 series $The 6ffice% )abre training video. http.77youtu.be7-0819bnC:z4 It is almost like companies are so afraid of showing a dark side or even an ordinary side that they will overly focus on the bright side. I think the e*clusion of the $real% story of workplaces is why the viewer of these clips is left thinking $what;% )ometimes when companies use ideological means of control it comes across as fake. They try to paint such a happy picture that it leaves the message ambiguous and lacking.

o Tea5! !# Er&%9

I think this outline is a great e*ample of the difference between a group and team. I like the idea of working on a team but can see the dangerous grounds it leads to. o 2 people % dyadic o Basic unit- group of 3 or more people o (eams are a special type of group. teams used for special purpose. dynamics are different o ;efining haracteristics (eam members possess complementary characteristics

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Cembers share common goals Cutually accountable for their performance. team also accountable as a whole.

6ne can find these characteristics in teams that win the &F< )uper -owl. Time and time again the team that wins is one that has complementary characteristics =i.e. team communicates well because they have common backgrounds> common goals =to win3> each player is accountable for their mistakes and the team is accountable as a whole. 'merican Football is a great e*ample of the team accountability as a whole. ' football team is comprised of. a special team offensive team defensive team and coaching staff. 4ach sub(team is accountable for the end result. Individual players are also accountable for their performance! for e*ample a kicker who misses a crucial field goal. <ike in this clip from last years 0niversity of 0tah game against Colorado )tate 0niversity! 0te kicker misses three critical field goals. http.77youtu.be7?@@A2tct*yA 0tah lost 8B(8C to Colorado.

T0e Brig0t Si)e &+ Tea52&r:

o Fi!i&n o Ihared and stated vision beyond short-term goals o High standards self-imposed (hese can not be imposed from the top" otherwise it is work not a collective group work o R&,e! 13

o /ole e2pectation as defined" valued and accepted o ;egree of member autonomy o Ielf-disciplined o Pr&ce!!e! o Itructure responsive and appropriate to conte2t o !mportant decisions made within team o Ihared leadership but formal team leader o Re,ati&n!0i9! o 3ositive !nteraction behaviors !nformation Iharing !nterpretation sharing Acknowledge contribution onventional respect and trust

I don#t think it is a coincidence that the characteristics of the bright side of teams are direct opposites of the characteristics of the dark side of teams. For e*ample information sharing is a characteristic of the bright side whereas information withholding is a characteristic of the dark side.

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Le e,! &+ Tea5!

I# In)i i)%a, Le e, o Aggre!!i e C&55%nicati&n- the tendency to force another person to believe something or behave in a particular way. o Aggressive communication liked to four traits, a. Assertiveness-tendency to be interpersonally dominant b. Argumentativeness c. Hostility d. Aerbal Aggressiveness- attacking the self-concept of people instead of their positions.

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-2amples- competence attacks" character attacks" teasing" ridicule" threats" nonverbal

8A ne2 90en&5en&n i! e5erging an) i! being c&59are) 2it0 r&a) rage; t0e t?9e &+ aggre!!i&n e>9erience) 20en )ri ing: 8a !igni+icant 9&rti&n &+ t0e U#S# 2&r: +&rce i! !%++ering e er?t0ing +r&5 %nc&5+&rtab,e an) )i!tracting inci i,itie! t& !tre!!'in)%ce) attac:! &n tra!0 can!; :e?b&ar)! an) e en c&'2&r:er!; a,, e>9re!!i&n! &+ 20at &ne !%r e? ca,,e) G)e!: rageC< HEiri&n; 2///; 9# 1$I# T0e +reB%enc? &+ g&!!i9; 0&!ti,e e'5ai, 5e!!age!; !ni)e c&55ent!; an) e en 90?!ica, aggre!!i&n bet2een 5anager! an) !%b&r)inate! an) bet2een 2&r:9,ace c&,,eag%e! 0a! re9&rte),? increa!e) in recent ?ear!#<

'ccording to the book 'rgumentation and 'ggressive Communication aggressiveness in the workplace is on the rise. Thus it is a very important skill to handle dangerous situations and prevent employees from communicating aggressively. The ability to identify the characteristics and dark sides of team communication will allow organizations to properly handle dangerous situations. o C&55%nicati&n A99re0en!i&n o Afraid of communicating either in large or small groups

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o M%,ti9,e I)entitie!- father8mother" brother8sister" husband8wife" coworker" manager etc. o R&,e Strain- stain when roles become overlapped

o Er&%9 0ate' to detest" loathe working in groups o 1it00&,)ing In+&r5ati&n' can be used to prevent others from performing well at work o S&cia, L&a+ing

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II#

D?a)ic Le e, o 'Ipill-over* of troubled relationships o -2pressing ;etachment o Avoiding !nvolvement o ;isplaying Antagonism The following scene from $The 6ffice% shows an e*ample of how $spill(over%

from troubled relationships can affect the workplace groups and teams. 4rin has recently broken up with 'ndy who is the manager. -ecause 'ndy is upset over his relationship he fires an employee Dete. http.77youtu.be7uEFDDCrqED' III# S%bgr&%9 Le e, o o o 'tag team* Ca1ority-minority !nappropriate humor

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Cobbing- an emotional assault.

8It begin! 20en an in)i i)%a, bec&5e! t0e target &+ )i!re!9ect+%, an) 0ar5+%, be0a i&r# T0r&%g0 inn%en)&; r%5&r!; an) 9%b,ic )i!cre)iting; a 0&!ti,e en ir&n5ent i! create) in 20ic0 &ne in)i i)%a, gat0er! &t0er! t& 2i,,ing,?; &r %n2i,,ing,?; 9artici9ate in c&ntin%&%! 5a,e &,ent acti&n! t& +&rce a 9er!&n &%t &+ t0e 2&r:9,ace#< J Tere!a A# Danie, 8St&9 B%,,?ing at 1&r:: Strategie! an) T&&,! +&r AR an) Lega, Pr&+e!!i&na,!<

I have e*perience mobbing before. ' co(worker and I were competing for the same Gob promotion that I ended up receiving. 'fterwards the individual spread rumors that I had stolen her action plan and a lot of other untrue malicious things. It negatively affected the way I was able to perform the Gob from the get(go IF# Er&%9 Le e, o 'speed traps* o =roup think o Ha#ing o =roup farrago 'dysfunction* o F# oncretive control 'iron cage* J sometimes most powerful form of control

Organi4ati&n Le e, o !nade)uate /esources and Iupport o Ambiguous =oals and =uidelines http,88youtu.be8g2KLi-1/yf+ In this great scene from the move 6ffice )pace the flaws or corporate

organizations is emphasized.

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FI#

En ir&n5enta, Le e, o Ipatial distance o Got geographically located o (emporal dimension o -2. different time #ones o ;ependence on technology

1&r:9,ace B%,,?ing

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Lect%re N&te! $/6K6$De+ining 1&r:9,ace B%,,?ing

o Cany definitions given o 5ne from the reading that ! en1oyed, '!n sum" workplace bullying can be described as the intentional infliction of a hostile work environment upon an employee by a coworker or coworkers" typically through a combination of verbal and nonverbal behaviors.* o haracteristics included in all definitions include that the bullying is re9eate); 0ea,t0'0ar5ing 5i!treat5ent o Iome individuals may e2perience similar acts but bullying is different in that it is $# Re9eate) 2# Occ%r! & er a ,&ng 9eri&) &+ ti5e o -2amples, verbal abuse" threatening" humiliating or intimidating behavior" work interference or sabotage. I have e*perienced bullying in the workplace through means of sabotage and work interference. 's a manager I would leave lists of tasks to be completed but the ne*t day none of the tasks would be completed and the list would be missing. The employees who would do this would then go to my supervisor and complain that I never told them what needed to be done. I eventually left this place =as is norm with individuals e*periencing bullying> but I feel the company suffered from this as much as I did. 6n

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days I wasn#t there sales would decline dramatically. I still feel an*iety when I look for new Gobs and question my abilities.

1&r:9,ace B%,,?ing C0aracteri!tic!

o /epetition o ;uration o -scalation o 3ower disparity o ;istorted communication networks- the target starts losing support o Harm o Attributed !ntent o Hostile work environment o /ove from culture of respect( which takes its form as a positive employee relations climate to a culture of fear( bully runs rampant results in decreases in employee morale and productivity! increases in absenteeism7sick leave turnover and litigation e*penses! higher stress(related health costs! and increased workers# compensation claims and related costs.

B%,,?ing i! a Pr&ce!!

Ca%!e! &+ B%,,?ing

o Di!9%te're,ate) B%,,ing' dispute between two individuals leads to bullying by one individual '<lashpoint*

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I believe this to be the cause of the bullying I e*perienced at my workplace. ' coworker and I applied for the same Gob promotion when I received the promotion over her the bullying started. o Pre)at&r? B%,,?ing' $"redator% &ull%ing i! being c0aracteri4e) b? t0e +act t0at t0e icti5 c&inci)enta,,? 0a99en! t& be in a !it%ati&n 20ere !&5e&ne c&55it! 9&2er ab%!e t&2ar) t0e5 &r %!e aggre!!i&n t& &btain a 9er!&na, a) antage &r gain; +&r in!tance b? !9ea:ing i,, &+ a c&,,eag%e in &r)er t& &btain 5&re intere!ting ta!:! +&r &ne!e,+#< C&55&n ca%!e! +&r t0i! t?9e &+ 89re)at&r? b%,,?ing< 5a? be: L A genera,,? )e!tr%cti e an) aggre!!i e ,ea)er!0i9 !t?,e L T0e %!e &+ !ca9eg&at! L Prej%)ice Hraci!5; gen)er etcI t0at i! +&%n) in a 2&r:9,ace L Se>%a, 0ara!!5ent L B%,,?ing ca%!e) b? a genera,,? 9&&r an) e5bittere) 2&r:ing en ir&n5ent &r an en ir&n5ent 20ere cr%)e j&:e! an) tea!ing c&n!tit%te an e!tab,i!0e) 9art &+ t0e 2&r:ing en ir&n5ent

' Sta,e Einar!en et# a, 'O()"#!CE *+##,I-.

Authoritative- to establish power ;isplaced- angry or upset at someone or something else ;iscriminatory- i.e. woman in all male workplace

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o Organi4ati&n'F&!tere) B%,,?ing' encourages people to be competitive o E>a59,e withholding information.

10& get! B%,,ie)M

o Cen and 9omen o $ow-Itatus 9orkers o Go other clear markers

Acc&r)ing t& t0e 1&r:9,ace B%,,?ing In!tit%teC! 2eb!ite t0e rea!&n &ne i! b%,,ie) i! 85&!t ,i:e,?; ?&% 2ere targete) H+&r rea!&n! t0e in!tigat&r 5a? &r 5a? n&t 0a e :n&2nI beca%!e ?&% 9&!e) a Nt0reatN t& 0i5 &r 0er# T0e 9erce9ti&n &+ t0reat i! entire,? in 0i!60er 5in); b%t it i! 20at 0e6!0e +ee,! an) be,ie e!# 1BI re!earc0 +in)ing! +r&5 &%r ?ear 2/// !t%)? an) c&n er!ati&n! 2it0 t0&%!an)! &+ target! 0a e c&n+ir5e) t0at target! a99ear t& be t0e eteran an) 5&!t !:i,,e) 9er!&n in t0e 2&r:gr&%9#<

This finding by the "orkplace -ullying Institute is disheartening. If individuals most likely quit their Gobs as a result of bullying it could mean organizations are losing their $veteran and most skilled person in the workgroup.% This is another reason we should be concerned about this type of dangerous liaison and address it in the workplace.

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10& are B%,,ie!M

o Core often men o Core often supervisors8managers o Iome traits8behaviors linked, o $ack of self-control" self-reflection" empathy and perspective taking o T0e&r? @ Be,ie+!' people have to be made to work so have to give them incentive T0e&r? @ Manager! 17 most people dislike work and will avoid it to the e2tent possible" 27 they must be continually coerced" controlled" and threatened with punishment to get the work done" 37 they have little or no ambition" prefer to avoid responsibility" T0e&r? Y Manager! 17 3hysical and mental effort are natural and most people 6depending on the work environment7 find work to be a source of satisfaction 27 they generally" on their own motivation" e2ercise self-control" selfdirection" creativity" and ingenuity in pursuit of individual and collective 6company7 goals" 37 they either seek responsibility or learn to accept it willingly" and that +7 their full potential is not tapped in most organi#ations.

FS

o (ype A personality

o Iubstance abuse

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Organi4ati&na, Fact&r!
o haotic" unpredictable workplace

o High levels of 1ob insecurity" role conflict8strain 8A! t0e inci)ence &+ 2&r:9,ace b%,,?ing increa!e!; rate! &+ e59,&?ee engage5ent are 9,%55eting#< 'USA T&)a?C! 'hat/s &ehind a rise in work0lace &ull%ing1

o Itressful physical environment -2amples- ramped space" lack of privacy" electronic surveillance

o Canagement style- both e2tremes foster bullying oercive8Authoritarian $aisse#-<aire 2:

Lea)er!0i9 !t?,e! &+ten a!!&ciate) 2it0 b%,,?ing M Iuperiors who manage with the help provocations" threats or terror M Aague or unclear superiors M Iuperiors who run away from their responsibility M Iuperiors who avoid handling conflicts M Iuperiors whose response to notifications about critical conditions is revenge M Iuperiors who abuse their power

In my last work place I had a manager who was a laissez(faire leader. I think this harmed our group because no one had set roles. Deople were confused on what tasks they were responsible for so felt overwhelmed and took on too much. This created tension between team members because individuals felt they were accomplishing more tasks then their co(workers. ,eflecting back I think everyone was equally contributing to the team but in different ways. -ecause no clear rules roles etc. were established by our manager everyone constructed their own idea of what need to be accomplished. -ecause of this one team member would feel a task was more important than another but another team member would think vice versa. The laissez(fair atmosphere of our workplace created an plethora of opportunities for dangerous liaisons to form.

o ;estructive organi#ational cultures

B%,,?ing &+ten &cc%r! in &rgani4ati&n! t0at 0a! an i59ractica, +aci,itati&n an) &rgani4ati&n &+ 2&r:; c&5bine) 2it0 9&&r 5anage5ent &r !%9eri&r! 20& +ai, t& 0an),e +r%!trati&n! an) c&n+,ict! a5&ng t0eir !ta++ HLe?5ann; $..-I#

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C%,t%ra,6S&cieta, Fact&r!
o !ndividualism 81rite! Dr# R&? Ba%5ei!ter &+ t0e Uni er!it? &+ F,&ri)a in Scienti+ic A5erican: NP,a?gr&%n) b%,,ie! regar) t0e5!e, e! a! !%9eri&r t& &t0er c0i,)renO ,&2 !e,+'e!tee5 i! +&%n) a5&ng t0e icti5! &+ b%,,ie! b%t n&t a5&ng b%,,ie! t0e5!e, e!#N Ot0er e>9ert! c&nc%r; inc,%)ing =eane T2enge; P0#D#; an) Keit0 Ca59be,,; P0#D#; a%t0&r! &+ 8T0e Narci!!i!5 E9i)e5ic: Li ing in t0e Age &+ Entit,e5ent#< T0e? 2rite; NPIQtR! %!%a,,? n&t ,&2 !e,+'e!tee5 t0at ca%!e! a :i) t& bec&5e a b%,,?# M%c0 5&re &+ten; itR! narci!!i!5: narci!!i!tic :i)! +ig0t 20en in!%,te); n&t t0e ,&2'!e,+'e!tee5 :i)! H20& are ,i:e,? t& )& n&t0ingI#N ' ItR! a,, ab&%t c&nte59t< '' How &ullies reall% think a&out others B? Pa%, C&%g0,in

o /everence for 3ower o Itigma of victims8disadvantage people

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o 3rofit as ultimate goal

C&n!eB%ence! &+ B%,,?ing Lect%re N&te! $/6$/6$C&n!eB%ence! &+ B%,,?ing +&r Target!
o High an2iety" depression" suicidal thoughts o o ognitive functions impaired hronic stress" high blood pressure" increased risk of coronary heart disease

o Alcohol abuse o 3(I; o Ipillover effects to outside relationships

C&55&n 0ea,t0 9r&b,e5! a!!&ciate) 2it0 b%,,?ing

Health Indicators Psychological problems Common Problems Depression Insomnia Irritability Fear/anxiety Concentration difficulties Neck pain Shoulder ache Back ache Aching arms and legs Stomach ache Diarrhoea Constipation Nausea !eadache !eart palpitations

Muscular/skeletal problems

Psychosomatic problems

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S&%rce: www.arbeidstilsynet.no7binfil7downloadH.php;tidIFBJKB

F&r c&2&r:er!:
o -levated negativity and stress o ;ecreased work satisfaction

Organi4ati&na,
o $ost productivity o ;ecreased worker commitment8satisfaction o !ncreased operating costs o Bad public image o !mpoverished workforce o (urnover Dreventing bulling should be a high priority for 5, in organizations. -ullying results in lost profits for the company. If bullying is occurring within a workplace the communication is in the dark side. The goal of an organization is to coordinate the behavior of its members so they can work collectedly. -ullying inherently breaks down organizations and communication because it creates an environment where members# behaviors stifle collective work.

C&n!tr%cti e Re!9&n!e! t& B%,,?ing

o In)i i)%a, Le e, o $abel the behavior as 'bullying*

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(his gives it a serious tone. behavior gets identified and people become aware" stronger connotation

onfront bully (his is very risky because it re)uires communication skills. 5ne must control their anger and be prepared financially and professionally. Gumber of anti-bullying activists strongly advocate that the only effective way to deal with bullies is to 'stand up* to them

o <ile complaint- formal8informal o >now there is no 'law* against bullying o =arner support inside and outside the workplace (his is also a means towards resiliency i.e. holding onto identity anchors. o 0se collective voice to resist To use a collective voice challenges the victim to keep communication open with his7her co(workers and supervisors. This will prevent the victim from closing communication lines which is a characteristic of victims of bullying. This will help keep people open to the victim#s point(of(view on the issue and thus compassionate towards the victim instead of partaking in victim blaming. "hen I e*perienced bullying in the workplace I cut communication lines with everyone at my work. I strayed from communicating with my co(workers because I felt the isolated from the group. I know can see how this actually alienated myself further from the group. Instead I should have

31

kept communication open between myself and co(workers. Thus I would have had a support or backing to my resistance.

o Organi4ati&na, Le e, o (op-level commitment to dignity for workers o 3roblem-solving teams cross-function and cross-level -mployees of all pay levels and different areas Iolutions8training developed from within

o 5rgani#ation-wide assessment 6risky7 >nowledge often leads to responsibility. organi#ations do not want to know what they do not what to be responsible for o !mplement solutions and evaluate o ompanies need organi#ational courage to implement these things

Corporation#s do not want to become involved in bullying because they may become liable for the incident. -ut I don#t think this outweighs how negatively the cooperation will be affected for allowing bulling to continue. -y committing to employees that

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bullying will not be allowed in the workforce the corporation should actually save money and be free of liability because they are preventing bullying from happening. 5appy workers I increased profit. ?reat scene from Toys. htt0:22%outu.&e2v34ViD56'7E o Pre enti&n an) Inter enti&n o Anti-bullying 3olicies- no federal laws" but companies can implement internal policies o 0se e2ternal investigations o 5ngoing training o Iupport programs- counseling8support groups o -ffective hiring techni)ues o Culti-/ater -valuation -2ample 3:H test

10at Can I D&M

3: Is this a t%0e o8 dangerous liaison %ou should &e concerned a&out1 !: Aes3 I have dealt with workplace bullying and know how bad it can be on one#s health. During the period I was bullied I abused alcohol was depressed fought constantly with my boyfriend and friends thought negatively about work my work performance and the list goes on and on. -eing bullied can greatly affect the moral of employees and thus the overall productivity of the organization. There are increased 33

call(outs tensions etc. I have e*perienced first hand the effects of bullying and know how it can effect an organization. The fact that employees almost always leave the place they are bullied makes it an important issue as well. From an economic standpoint it is not good business practice to have recycling staff. There are many reasons losing employees is disadvantageous to organizations.

3: 'hat can %ou do 0ersonall%9 to address work0lace &ull%ing1 'ppropriately identify and label the behavior as bullying. Do not turn your back on the victim of bullying. 1oice support for the victim and voice the bullying behavior as wrong. Drovide a support group for the victim. Create a positive workplace atmosphere where communication is open so bullying behavior does not go unnoticed. Frequently check in interpersonally with personal as a supervisor! observe workplace behavior between employees be open to criticism of the workplace and communicate ways to fi* the problems. 4stablish an anti(bullying policy if the organization does not already have one. 4stablish clear consequences for bullying that reflect the severity of the situation. Drovide ongoing training for anti(bullying. Do not promote bullies if possible remove them from the workplace. Do not reward individuals for bullying behavior. 0se of e*ternal investigations will provide an unbiased view of the organizational structure and determine more accurately if bullying is occurring.

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C&n!tr%cti e Re!9&n!e! t& Danger&%! Organi4ati&na, Liai!&n!: C&n!tr%cting Re!i,ience Lect%re N&te!
Re!i,ience
o (he capacity to recover )uickly from difficulties. toughness. o Accepting and Adapting

10at i! Re!i,ienceM
o Both a )uality and a process o -2ample- liken to light" which is a partial and a wave

onstituted and reconstituted interactively

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Nuality

o -2amples of !nterpersonal <actors 6Nualities7, optimism" !ntelligence" reativity o (hese factors are inherent and can not be learned" characteristics

3rocess

o -2amples of ompetencies 6Ikills7, coping strategies" social skills" educational abilities o (hese are skills that can be developed o An e2ample of a coping strategy we discussed in class was the ability to allow oneself to be sad. o An e2ample of social skills discussed in class is the ability to ask for help. This is a skill I personally need to work on. I never thought of it as a social skill before. I always thought of it as a pride issue. &ow I can see it is because I am unable to ask for help. I want work on this skill to become a better communicator and work towards resiliency. ,esiliency is something that someone both posses and works on as a process it is a trait and a skill. "hen I think of a resilient individual -ethany 5amilton comes to mind. )he was a professional surfer whose arm was bitten off by a shark.

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$"e all go through rough times. "e have those obstacles that seem too large to overcome or that current that you never seem to swim out of. "e have to decide what matters most to us L our passions % -ethany said. $/ake a plan to overcome that obstacle a way to swim out of that current a plan with all intention to reach your goals3 -e positive and find positive people who can help you through it. Forgive others forgive yourself... 6h and don#t make decisions when you are emotional L women seem to do that3 -e passionate brave realistic and go for it3% reports Courageous "omen /agazine. From that one quote 5amilton gives e*amples of how she is resilient in both trait and skill forms. E:am0les o8 5ualities: optimism( $be positive % $passionate brave realistic% E:am0les o8 skills: $forgive others forgive yourself % $don#t make decisions when you are emotional% $make a plan to overcomeM obstacle% I think her story also illustrates how positive career opportunities can come from negative situations like we discussed in class. $,esilience is positively related to actual career changes such as Gob enrichment and enlargement.% )he was a professional surfer before but after her arm was bitten off she became a household name.

Pr&tecti e Fact&r!
o -2amples of !ndividual <actors o 3ositive and accurate self-perceptions and world-perceptions '<or e2ample" persons most likely to survive prisoner of war and concentration camps were those who envisioned their future as

3?

being prisoners looking forward to an imminent release. (he later died 'of broken hearts"* while the former survived by accepting the fact of themselves as a long-term" if not permanent" change. An attitude of acceptance provided the advantage necessary to survive.* J reating /esilience to <oster Human ;ignity and Hope. I think this is an interesting concept. I can see the advantages of being realistic in a situation compared to blinding oneself from the facts. I can see the hardship in keeping a positive perception when being realistic however. <ike in the e*ample above the prisoners who accepted their reality as long(term prisoners where most likely to survive but how can one be positive when accepting such a horrible fate; I think one way to help keep a positive outlook while accepting an ill(fate is to adopt the $deep belief that life is meaningful% theory. This theory was one of the three characteristics to construct resilience. I think accepting that life is deeply meaningful helps individuals find the -rightside even in e*tremely dark situations. o /elationship )ualities- sense of self and social support o onnections to resources and opportunities

o -2amples of -nvironmental <actors o Iocioeconomic status o onstructionist view emphasi#es resilience process over 'trait* view.

Constructionists accept this view because they believe $human actors intersubGectively construct resilience. That is individuals and collectivities literally talk and enact resiliency into being.% -ecause resiliency is not a natural phenomenon but one

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that requires actors and narratives it can be argued that to be resilient is not a trait but a skill that requires ongoing processing.

Career Re!i,ienc?
'(he capacity to manage difficult people and situations depends on the degree to which targets of undesirable behaviors can analy#e or reframe their e2periences" make sense of and construct alternative narratives" and utili#e different logics in their discourse" such as the language of care ethics or empowering metaphors* o ;isruptive changes and conflicts from potential disasters into growth opportunities. o Career Re!i,ience- ability to adapt to changing circumstances" even when the circumstances are discouraging or disruptive o /esilience positively related to career changes

6n the T1 series JK ,ock character +ack describes this concept as going $into the crevasse.% 5e describes this act to his co(worker <iz. -y going into the crevasse or withstanding discouraging circumstances one can use resiliency to turn the situation in a positive career change. htt0:22%outu.&e2;a<M)mz%=*s o /esilient individuals and 5rgani#ations, o Itaunch acceptance of reality o ;eep belief that life is meaningful o Ability to improve under pressure 3B

I found the reading e*ample of how to specifically construct resiliency helpful in my quest to become resilient. $'ctors constitute resilience through communication practices marked by accepting of harsh realities adapting to the material meanings of those realities holding onto identity anchors and helping others develop the capacity for resilience to assist reinforce and encourage everyday work(life efforts.% I believe I already have a realistic outlook on life. )ometimes I am not always positive about the situation. I need to keep a positive outlook during negative situations. &ow that I understand career growth opportunities often come from times of conflict if the individual has resilience it will be easier to keep a positive outlook. I also need to establish a community of anchors to help me develop along the way.

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Unit 2 S%55ar?
Organi4ati&n P&tentia, +&r Danger&%! Liai!&n!
o CCO o Cembers are independent with each other o Cultiple functions and levels o Cultiple control mechanism o ;irect- most obvious form of control o (echnological- built into the technology we use to work o ;isciplinary- from below control o Bureaucratic- functions and levels in organi#ations" how much information we are allowed to see o !deological- e2. orientations

Danger&%! Liai!&n! in Tea5!

o Cembers are independent and mutually accountable for achieving goals o Cultiple levels of dark side processes o !ndividual- e2. information withholding o ;yadic and sub-group- e2. 'spill-over* o =roup- e2. ha#ing o 5rgani#ation and -nvironment- e2. ambiguous goals

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o Cembers manage bright-dark tensions

Danger&%! Inter9er!&na, Liai!&n! in Organi4ati&n!

o 3ervasiveness of workplace bullying o ;etrimental effects across levels o Cultiple factors contribute to bullying o 3erpetrator characteristics- e2- 'A* type personality o 5rgani#ational <actors- e2. not recogni#ing bullying behaviors" down playing bullying o o ultural8societal factors- e2. victim blaming

onstruction responses fro intervention and prevention

C&n!tr%cting Re!i,ience
o Nuality and 3rocess- like how light is a particle and wave" scholars view resilience as both o Cultiple levels of resilience o 3 characteristics to remember 1. Itaunch acceptance of reality 2. ;eep belief that life is meaningful 3. Ability to improvise under pressure Denia, 2i,, :ee9 &ne +r&5 being re!i,ient

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UNIT 2 READINE NOTES

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T0e C&55%nicati&n C&n!eB%ence! &+ D&2n!i4ing Tr%!t; ,&?a,t?; an) C&55it5ent Rea)ing N&te! *
D&2n!i4ing i!:
'n intentional reduction in the number of people in an organization. It is accomplished via a set of managerial actions which may include the use of hiring freezes layoffs and normal or induced attrition. ;ifferent from an organic decline in that downsi#ing is intentional Also referred to as, rightsi#ing" rationali#ation" de-layering" finding the right staffing level" achieving staffing e)uilibrium" or letting people go. =oal of downsi#ing is to promote organi#ational efficiency" productivity" and8or competitiveness.
8It ,&&:! ,i:e t0ereR! g&nna be )&2n!i4ing# An) itR! 9art &+ 5? j&b; b%t### b,a0S I 0ate it# I t0in: t0e 5ain )i++erence bet2een 5e an) D&na,) Tr%59 i! t0at; %0; I get n& 9,ea!%re &%t &+ !a?ing t0e 2&r)!; NY&%Rre +ire)#N Pa! D&na,) Tr%59Q NY&%Rre +&ir'e)# U0; ?&%Rre +&ir'e)#N It j%!t 5a:e! 9e&9,e !a); an) an &++ice canRt +%ncti&n t0at 2a?# N& 2a?# Pa! D&na,) Tr%59Q NY&%Rre +&ir'e)#N I t0in: i+ I 0a) a catc090ra!e it 2&%,) be; NY&%Rre 0ire); an) ?&% can 2&r: 0ere a! ,&ng a! ?&% 2ant#N B%t t0atR! %nrea,i!tic; !&##<

'

T0e O++ice Sea!&n $ E9i!&)e (

++

0se is very popular o 5ne-third to one-half of medium and large 0I firms had downsi#ed annually since 1B@@ o 9ithin fifty <ortune 4HH firms one study found that the workforces had reduced by 2H per cent on average. o (wo-thirds of white-collar employees reported their company had downsi#ed in the past two years o 3ublic sector downsi#ing rampant

Downsizing of the public sectors is often seen as part of a worldwide movement to reinvent government. "isconsin ?overnor )cott "alker#s rampant decision making could be seen as an e*ample of using layoffs to reinvent the government. $I donNt want massive layoffs of anyone ( public or private. "e are planning on shrinking government through attrition and reform not through random pink slips % stated "alker at a press conference. o T2& t?9e! &+ e++ect !t%)ie); ec&n&5ic an) 9!?c0&,&gica,

Ec&n&5ic I59act &+ D&2n!i4ing

o /esearch shows gap between goals of downsi#ing and what has been achieved o /eturn on Assets never restore to pre-downsi#ing level o 5n average produced no improvement in firmsD performance. 283 of industries were actually behind on industry averages o osts rise to pre-downsi#ing levels in short time +4

From an economic stance it seems very clear that downsizing is not a profitable practice. 'nd in business I thought profit was the bottom line; From the research downsizing does not meet the organizations ,6' goals. Dreventing downsizing seems like a no brainer.

P!?c0&,&gica, I59act &+ D&2n!i4ing

o 3lethora of problems emanating from downsi#ing" including, o /educed cross-unit and cross-level knowledge from interpersonal interactions o $oss of personal relationships between employees and customers" and the disruption of predictable relationships o !ncreased interpersonal conflict o =reater resistance to change o Core centrali#ation in decision making

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o ;ecreased employee morale" commitment and loyalty# o Iurvivor symptoms include, denial" 1ob insecurity" feelings of unfairness" depression" stress and fatigue" reduced risk taking and motivation" distrust and betrayal" lack of reciprocal commitment" wanting it to be over" dissatisfaction with planning and communication" anger at the layoff process" lack of strategic direction" lack of management credibility" short-term profit focus" and a sense of permanent changeOsome optimism" lots of blaming others" and a thirst for information. o Decrea!e) L&?a,t? o $oyal employees are proved to make e2tra work efforts o E>c0ange T0e&r? what we give out to others we tend to get back from them in spades 6to a very great degree.7 (hus" an organi#ation that shows no loyalty to staff receives none in return. ;ownsi#ing therefore" can cause many problems in the workplace. o ;ownsi#ing increases work pressures on the managers who remain" now faced with a more alienated workforce. o Geed to belong is a core set of needs. 9e give loyalty in return to belonging. -2pect this to be a two-way process. 9hen loyalty bonds are broken" through downsi#ing" feel a desire for a new beginning.

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o Decrea!e) Sati!+acti&n o Itudy found that companies that had downsi#ed were significantly more likely to report lower employee satisfaction and greater internal conflict. o Fee,ing &+ 0e,9,e!!ne!!- people believe they have been unfairly penali#ed" and so it does not really matter what they doPtheir fate will be decided by others in any event. o 9hen this happens people tend to become apathetic" passive and de1ected.

o Learne) Ae,9,e!!ne!! 9hy $earned Helplessness so bad,

8T0e i59act &+ ,earne) 0e,9,e!!ne!! 0a! been )e5&n!trate) in a n%5ber &+ )i++erent ani5a, !9ecie!; b%t it! e++ect! can a,!& be !een in 9e&9,e# C&n!i)er &ne &+ten'%!e) e>a59,e: A c0i,) 20& 9er+&r5! 9&&r,? &n 5at0 te!t! an) a!!ign5ent! 2i,, B%ic:,? begin t& +ee, t0at nothing 0e )&e! 2i,, 0a e an? e++ect &n 0i! 5at0 9er+&r5ance# 10en ,ater +ace) 2it0 an? t?9e &+ 5at0're,ate) ta!:; 0e 5a? e>9erience a !en!e &+ 0e,9,e!!ne!!# Learne) 0e,9,e!!ne!! 0a! a,!& been a!!&ciate) 2it0 !e era, )i++erent 9!?c0&,&gica, )i!&r)er!# De9re!!i&n; an>iet?; 90&bia!; !0?ne!! an) ,&ne,ine!! can a,, be e>acerbate) b? ,earne) 0e,9,e!!ne!!# F&r e>a59,e; a 2&5an 20& +ee,! !0? in !&cia, !it%ati&n! 5a? e ent%a,,? begin t& +ee, t0at t0ere i! n&t0ing !0e can )& t& & erc&5e 0er !?59t&5!# T0i! !en!e t0at 0er !?59t&5! are &%t &+ 0er )irect c&ntr&, 5a? ,ea) 0er t& !t&9 tr?ing t& engage 0er!e,+ in !&cia, o 5a:ing Increa!e) Uncertaint? !it%ati&n!; t0%! 0er !0?ne!! e en 5&re 9r&n&%nce)#< '810at I! Learne) Ae,9,e!!ne!!M< B? Ken)ra C0err? o 0ncertainty rises from both survivors and those terminated

o R&,e U ncertaint?- new organi#ation means new roles for remaining staff. o Itaff perceives large gaps between the amount of information they receive and the amount of information they need. !t may be that no amount of

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information is enough for employees because they are faced with enormous levels of uncertainty from downsi#ing. o -2amples of uncertainty from downsi#ing,

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D2ig0t: CichaelQ& Mic0ae,: 5hQ =od. ;wight" come on... D2ig0t: ! wanted to talk to you about the downsi#ing& Mic0ae,: (hereRs no downsi#ing. D2ig0t: !" but if there were" !Rd be protected as assistant regional manager& Mic0ae,: Assistant to the regional manager ;wight. D2ig0t: Leah" so ! donRt have to worry& Mic0ae,: $ook" look" look. ! talked to corporate" about protecting the sales staff. And they said they couldnRt guarantee it if thereRs downsi#ing" okay& Mic0ae,: But thereRs no downsi#ing" so 1ust donRt... D2ig0t: Bottom line. ;o ! need to be worried& 4H

o T0e L&!! &+ S&cia, Ca9ita, o S&cia, Ca9ita,: the ability of people to work together for common purposes in groups and organi#ations. !t has two main components, associability and trust. (he e2tent to which group ob1ectives are given priority over individual desires.

o '(he workforce reduction downsi#ing strategy is the strategy most noted to erode trust within organi#ations.* o S%r i &r g%i,t' following ma1or trauma" those who survive are often left with a myriad of mi2ed feeling. A common one is that of guilt at having been left relatively unscathed while others have suffered.

In the following clip $The <one )urvivor of a 8FOB plane crash% survivor Cecelia describes her feelings of guilt that she feels even now H@ years later. http.77www.youtube.com7watch;featureIplayer:detailpagePvIAF@f@s:n*mo

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'lthough those who survive layoffs may not have e*perienced as traumatic an event like Cecelia did their strong feelings of guilt are similar and Gust impactful.

o Tacit Kn&2,e)ge' 9hen people are laid off they take their knowledge with them.

Rea!&n! +&r D&2n!i4ing

o 10at get! re2ar)e); get! )&ne' managers who downsi#e are rewarded" even though the practice does not improve profitability and effectiveness" although outside views of companies who did perform downsi#ing were thought to be more innovative and rater higher in management )uality.

o I,,%!i&n! in Lea)er!0i9' the task of building and maintaining relationships is onerous and re)uires mastery of comple2 communication skills. (he pressure may compel managers to seek a short cut to success.

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o D&2n!i4ing a! a !?!te5 &+ !e,+'9er!%a!i e narrati e!'by focusing our communication efforts on the positive reasons for something" aimed at others" we nevertheless wind up reconvening ourselves. o E>a59,e! &+ D&2n!i4ing Narrati e!: The <ean and /ean )tory( downsi#ing portrayed as cost cutting program

The )trategic Fle*ibility )tory( particular product or technology is no longer re)uired

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The <earning 6rganization )tory( people are told their 1ob has changed and that they no longer have the skills re)uired for the new 1obs that are emerging.

The /ystical /anagement )tory( managers are viewed as superhuman leaders capable of inspiring people to do more with less.

4+

The "e#re 6ut of /oney )tory( organi#ation does not have enough funds to keep everyone on board

The 4ye on the Drize )tory( greater pri#e lies ahead" but are linked to the need to reduce e2penses.

o T0e ab!ence &+ critica, +ee)bac:' top managers tend to overestimate the gains from downsi#ing while underestimating its negative conse)uences. Ingratiati&n T0e&r?' those with a lower level of status habitually e2aggerate the e2tent to which they agree with the opinions and actions of higher status people" as a means of ac)uiring influence with them. o T0e 9ri&rit? &+ !0&rt'ter5 re,ati&n!0i9!' downsi#ing is consistent with such shortterm relationships

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o Irrati&na,it? an) t0e 9rinci9,e &+ !&cia, 9r&&+' human decision making is inherently irrational. But belief is that decision making is rational" thus the popularity of downsi#ing.

T0e R&,e &+ C&55%nicati&n

ommunication within an organi#ation 'can be most usefully conceptuali#ed as a dialogic facilitator of long-term relationships in which" downsi#ing is noticeable by its absence.* o 10at c&55%nicati&n acc&59,i!0e!; an) 20at it )&e!nCt Percei e) +airne!! has significant impact on levels of absenteeism and professional efficacy- provide clear e2planation of why downsi#ing is necessary. 5rgani#ational members are likely to feel deprived when they think they do not know what is going on- keep survivors informed of changes by e2plaining the rationale behind downsi#ing. Cann&t a!!%5e c&55%nicati&n 2i,, be en&%g0 t& en!%re 2i)e!9rea) %n)er!tan)ing; !%99&rt &r c&59,iance# 8M&re& er; !%!9ici&n; 5i!%n)er!tan)ing an) 0&!ti,it? 5a? be ine itab,e; 20ate er t0e c&nte>t &+ )&2n!i4ing#< I think that last bullet is a good thing to keep in mind. 4ven with all our best attempts and good intentions downsizing is a negative thing and will have negative consequences. The role of communication is to $reduce some of the worst trauma much as does a pressure dressing on a wound.%

4:

ommunication from management was a predictive of future levels of trust and commitment

<ocus some writing on communication during downsi#ing has been to find a means of reducing rumors and avoiding prolonged uncertainty. 6e2. e-mails7

HArg%5ent again!t )&2n!i4ingI ommunication has a fundamental role in maintaining relationships. !t cannot accomplish this while being deployed by managers intent on disregarding the most elementary needs of their employees.

I found it very useful that the chapter ended with a list of alternatives and suggestions on how to handle downsizing. I feel this is very important for my future career if ever I have to handle such situations. -ut as a communicator my goal will be to create long(term relationships between employees and corporations. From reading this article I know the many negative economic and psychological impact of downsizing. Thus I know the advantages of preventing downsizing by helping corporations commit to long(term relationships with their employees.

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The )earch for 'lternatives o reate 5penness' ommunicate e2tensively about organi#ationDs problems as well as achievements o Avoid initiatives appearing as a bolt from the blue o onsider other options

o ;evelop communication that e2tends participation in decision making o -nsure your behavior is consistent with your communication messages o Cake downsi#ing the last resort rather than first. Implementation. when downsizing is unavoidable o =et it over and down with in one go. o ommunicate obsessively and at length

o !nvolve employees in all aspects of the implementation effort o Be honest o Ieek critical feedback o 3rovide support to managers" survivors and victims o -2pect a decline in morale" loyalty and trust whatever you do /oving Forward o /educe role an2iety as )uickly as possible o Aocali#e if further redundancies are not planned o <ocus on other challenges o -valuate the effectiveness of what has happened

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C&55%nicati&n T0at Da5age! Tea52&r:: T0e Dar: Si)e &+ Tea5! Rea)ing N&te! .
Tea5!:
o Are small groups of organi#ational members who posses, a7 omplementary characteristics

b7 Ihare a common goal c7 Cutually accountable for their performance

o !mplementation of teams increased during 1B@HDs and 1BBHDs part of larger tend toward collectivistic culture. '! like people who are working on practical things and who are working in teams. !tRs not so important to get the glory. !tRs much more important to get something that works. !tRs a better way to live.* J <reeman ;yson o Tea52&r:- work done by several associates with each doing a part but all subordinating personal prominence to the efficiency of the whole. o ;espite increase in teams" many Americans are disinclined to work in team structures.

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This fact could be very upsetting to the 'merican workforce. The following clip gives an e*ample of a team structure the HK8C 'merican Idol season Gudges. I can see now why there was so much drama between the Gudges because the four Gudges had opposing characteristics opposing goals and were not mutually accountable for their performance. The following clip blames 'merican Idol#s declining ratings on the fights between Gudges which show how destructive the dark side of teams can be for individuals and companies. http,88youtu.be8-u9N<AN<>K!

T?9e! &+ Tea5!

o 5ngoing pro1ect teams-most common o 3roduction teams- second most common o 3roduction teams- 2HS Cost teams were cross-functional 3revalent in nonprofit organi#ations.

10? Tea5! Fai,

o 5rgani#ation-wide structural problems undermine team efficacy and frustrate team members" including, $ack of goal clarity !nade)uate resources !nsufficient training Cisaligned reward systems oordination demands

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$eaders who fail to model effective teamwork Er&%90ate' to detest loathe" or abhor working in groups. (o cringe at the mention of teamwork. (o associate with lengthy" inefficient" emotionally draining e2periences that they endure with fake smiles and hope to escape without offending others.

8T0e 5&!t c&55&n rea!&n! gi en +&r )i!,i:ing gr&%9 2&r: Pin !c0&&, !etting!Q c,%!tere) ar&%n) +&%r area!: gra)e!; inter9er!&na, c&n!i)erati&n!; 9&&r &%tc&5e! &+ gr&%9 2&r:; an) gr&%9 &rgani4ati&n +act&r!# T0e +in)ing! !%gge!t t0at gr&%9 9r&b,e5 !&, ing 5et0&)! an) re,ate) 5et0&)! &+ gr&%9 5anage5ent !0&%,) be ta%g0t a! a 5ean! &+ re)%cing !t%)ent!R negati e initia, reacti&n! t& gr&%9 2&r:;< 2rite! S%!an S&ren!&n in Er&%9'Aate: A Negati e Reacti&n t& Er&%9 1&r:#

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This was a funny graph I found online describing grouphate. 'lthough it#s humorous it#s also sad because the individual did not benefit from working in a group. I am e*cited to collaborate with my group for our proGect this semester because I have learned that each individual in the group has different skills and something to offer towards our proGect. I know that dangerous liaisons occur in group settings but this e*perience will give me the chance to practice the skills I have learned and work cohesively within a group for future career e*perience.

Str%ct%re &+ Er&%9!

o subordinate-individual" dyad" subgroup o =roup o Iuperordinate- organi#ation" environment

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Tea5! 2it0 tea52&r: HTAE BRIEATSIDEI

o (eams with teamwork possess the following, o Cembers share and can articulate a team vision transcends short-term goals o Have defined" valued" and accepted role e2pectations o -n1oy some degree of role-related autonomy o Iet high standards for themselves o Ielf-disciplined o ;evelop a structure that is responsive to environmental demands o Cake important decisions 6vs. decisions being made for them7 o Ihare leadership Jw8 formal team leader o High levels of )uality member interactions Ihare" acknowledge" reinforce each other

C&nce9t%a,i4ing t0e Dar: Si)e

Dar: !i)e &+ tea52&r:- includes both intentional and unintentional forces o Intenti&na,, behaviors are enacted specifically sabotage" undermine" violate" or disrupt teamwork o Unintenti&na,: meant to facilitate teamwork but fail to do so as a result of unforeseen and incompatible circumstances

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Dar: Si)e &+ tea5! i! 1. dysfunctional" distorted" distressing and destructive aspects of human behavior 2. deviance" betrayal" transgression" and violations including, awkward" rude" and disruptive aspects of human behavior 3. direct and indirect implications of human e2ploitations +. unfulfilled" unpotentiated" underestimated" and unappreciated domains of human endeavor. 4. unattractive" the unwanted" the distasteful" and the repulsive. :. process of ob1ectification ?. parado2ical" dialectical aspects of life

M%,ti,e e, A99r&ac0
;ark side of teams may occur at any level, individual" dyad" subgroup or the entire group. At the individual" dyad" and subgroup levels" the dark side involves motives" predispositions" and behaviors created at teach strata thatPeither intentionally or unintentionallyPhurt" distract" or disrupt teamwork.

o In)i i)%a, Le e,' demographic and cultural differences between individuals" members may have certain predispositions that contribute to destructive team interactions.

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o E>a59,e! aggre!!i e c&55%nicati&n http,88youtu.be82 ;3k//3LoH c&55%nicati&n a99re0en!i&n

8IC e 0a) !t%)ent! !t&9 !9eec0e! 0a,+2a? t0r&%g0 beca%!e t0e?Cre !&bbing &r &5iting;< !a?! Meg McC&nna%g0?; )irect&r &+ t0e C&55%nicati&n A!!e!!5ent an) Learning Lab at Ari4&na State Uni er!it?# 8I+ ?&%Cre t&& !care) t& !9ea:; ?&%Cre n&t g&ing t& get ?&%r i)ea! acr&!!; an) t0atC! an ab!&,%te trage)?#<

-http,88www.nytimes.com82HH?8118H+8education8edlife8reticence.html&pagewanted%allTKr%H

5%,ti9,e i)entitie! r&,e !train'strain can happen when one role compromises the integrity of another role

gr&%90ate 2it00&,)ing in+&r5ati&n

In this e*ample from the $6ffice % /ichael withholds the new leads from salesman because he feels the salesman no longer respect him as a manager.

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Consequently /ichael uses information withholding to keep salesman dependant on him and thus maintaining the importance of his Gob title. The use of information withholding on an individual level by /ichael effects other co(workers the group and the cooperation. http,88youtu.be8+-iUA/?rc50 !&cia, ,&a+ing

8S&cia, ,&a+ing i! n&t nece!!ari,? t0e !a5e a! ,a4ine!! &r a ,ac: &+ ent0%!ia!5 +&r t0e ta!: at 0an)# F&r 5an? 9e&9,e a!!igne) t& a gr&%9 9r&ject; 0&2e er; 5&ti ati&n c&5e! +r&5 rec&gniti&n &+ 9er!&na, e++&rt! &r acc&59,i!05ent!; n&t +r&5 t0e c&,,ecti e re!%,t! &+ a gr&%9 e++&rt# I+ it bec&5e! 9&!!ib,e t& !,i9 t0r&%g0 t0e crac:! &r ,&!e in)i i)%a, i)entit? 2it0in a gr&%9; !&5e !&cia, ,&a+er! 2i,, ta:e +%,, a) antage &+ t0e an&n?5it? an) &n,? 9%t &%t 5ini5a, e++&rt# Once &t0er 5e5ber! &+ t0e gr&%9 !tart t& n&tice a ,ac: &+ attenti&n &n in)i i)%a,!; t0en t0e? 2i,, a,!& !tart t& e>ert ,e!! an) ,e!! e++&rt;< acc&r)ing t& 2i!egee:#c&5# T0%! i! it er? i59&rtant t& n&t +&rget ab&%t t0e in)i i)%a, 20i,e 2&r:ing in gr&%9!#

o D?a) Le e,' -2amples- close or deteriorating friendships" romantic relationships" face-threatening" supervisor-subordinate relationships and 'difficult* co-workers. o <riendships can provide emotional and social support o S%bgr&%9 Le e,' the shared understanding of group identity and group norms" bind together team members" but rather in 6sub7 part than in whole. 9hen members are in subgroups they are more likely to act in the interest of the subgroup over that of the entire team. o -2amples- tag-team influence" ma1ority-minority dynamics" inappropriate humor" coalitions" mobbing and bullying. ::

$That#s what she said3% /ichael#s classic saying in $The 6ffice% is a great e*ample of inappropriate humor at the workplace that is accepted by the group as a norm http,88youtu.be82=3!myI=$cc

o Er&%9 Le e,' emerge from team processes such as groupthink" 'speed traps* group farrago and concretive control. o Farrag& refers to a confused" dysfunctional group fed by a dysfunctional individual member 6often a bully or unusually dominant and vocal person7 but whom group members enable and reinforce through their own behaviors. The following clip gives an e*ample of the different leadership personalities that I feel can create farrago in groups. http.77youtu.be7Ofa2GvQvOdg I like how it give e*amples of different types of dominant voices or bullies that others in the group will allow to steer their opinion behaviors etc.

o C&ncerti e C&ntr&, systems as those where rules and regulations are enactments of the membersD collective understanding of the values" mission" and goals of their organi#ation and team. o S%9er&)inate Le e, o 5rgani#ational $evel dark side of teamwork is greatly influenced by the performance of administrators and managers who often serve as organi#ational-level representatives

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o 5rgani#ations have responsibility to provide teams with the time" goals" guidelines" and resources re)uired to complete their tasks effectively.

o En ir&n5enta, Le e,' teams may be located across different time #ones" operate in different countries" or interact and coordinate work via communication technologies without personal presence.

10at i! 1&r:9,ace B%,,?ing Rea)ing N&te $/

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Iource, http,88mados.wordpress.com82H1181H83H8a-cavalcade-of-casual-service-1obs8

1&r:9,ace B%,,ing:
'!n sum" workplace bullying can be described as the intentional infliction of a hostile work environment upon an employee by a coworker or coworkers" typically through a combination of verbal and nonverbal behaviors.* o (here are a relatively large number of definitions" confirming the difficulties of defining bullying. o American employees remain understudied. o (he e2periences of American employees are potentially distinctive from those in other countries. !.-. 'Aictim-blaming*

o /esearch for this article based on the 2HH? 0.I. 9orkplace Bullying Iurvey" in which ?"?+H people where interviewed. $argest national survey of adult Americans on the topic everQ

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Cales tend to bully openly in front of others where as women conduct behind closed doors.

o 9orkplace bulling are mainly of a psychological rather than a physical nature. o ;ifference between the kind of 'normal* conflict that occurs with some fre)uency in most work environments and bulling is not necessarily what is done and how it is done" but rather the +reB%enc? an) )%rati&n &+ 20at i! )&ne# -ased on the impossibility of a single definition by scholars I can appreciate how hard it is to identify bullying. I myself e*perienced bullying and did not realize it until I took this course. This is why it is so important for 5, management organizations etc. to be familiar with characteristics of bullying and take an active role in monitoring employee behavior. It is the individual#s responsibility to navigate through dangerous liaisons but it is the organizations responsibility to establish an atmosphere of collectivity. )uch an atmosphere would not tolerate bullying because it breaks down the organization.

B%,,?ing a! a Pr&ce!!
o Bullying may follow a escalatory pattern over timePmoving from less to more severe behavior o -volving process o (wo models, o <our stages Aggressive behaviors" bullying" stigmati#ation" severe trauma

o <ive Itages onflict- critical incident" a conflict ?H

Aggressive acts- acts and psychological assaults" sets motions Canagement involvement- management mis1udges situations" makes situation worse

Branding the target" e2pulsion- target leaves organi#ation either voluntary or forced resignation or termination.

/y e*perience with bullying in the workplace followed this Five )tage /odel. Initially a co(worker and I applied for the same Gob and I received it. This made her mad and started the conflict. Then she started bulling behaviors. For e*ample she told the entire group that I had stolen her action plan for the Gob interview which is why I received the Gob. Total lie3 I had put up with her for a while but when I heard this rumor I went to management. "hen management got involved it was a disaster3 They totally took her side on the situation. )he told them she had never said anything of that nature and I was known on the team for being dramatic. 'fter that it seemed like the group turned on me and I reclined further into myself. I eventually ended up quitting this Gob. o <ive >ey <actors H/ practitioners must look at, 1. personality of the bully- self-interested 2. the organi#ational culture-'how things are done around here* 3. (he personality of the target-'weak sister* +. -2ternal factors that may impact the organi#ation- e2. downsi#ings 4. (he triggering event that begins the conflict- how did management handle this&

Degree! &+ 1&r:9,ace B%,,?ing

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1. <irst-degree bullying- individual escapes or is fully rehabilitated in the same workplace or somewhere else 2. Iecond-degree Bullying- the individual cannot escape suffers temporary or prolonged mental disability 3. (hird-degree bullying- individual unable to re-enter the workforce In my case I fortunately only e*perience first(degree bullying. -ut from this e*perience I can relate to others whom have e*perienced bullying and hopefully help them through it. I can only image the pain one feels after e*periencing a higher degree of bullying than I did.

C&59ari!&n! t& D&5e!tic Fi&,ence o (arget kept close to the abuser- nature of the relationship o Aictim fre)uently doubts themselves- self-blame o Abuser e2ploits power o 3rocess of outsiders leads to blaming the victim o ;enigrate the bullied individuals- 'they are such whiners*

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Iource, http,88blackbo2warnings.wordpress.com82H138H482+8understand-never-1udge8

!#

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Re!9&n)ing t& 1&r:9,ace B%,,ing Rea)ing N&te! $$

Re!9&n)ing t& 1&r:9,ace B%,,ing
o Itrong relationships between managers and employees take time and energy but well worth itQ o o ulture of respect vs. climate of fear Gegative workplace climate may develop" leading to an increase in bullying and other forms of interpersonal conflict and8or abuse. (o much focus on the 'bottom line* creates an atmosphere that fails to nurture employee relationships or attend to employee issues with enough attention and care. (he result, conflicts will escalate. It is the mangers responsibility to establish a culture of respect in a workplace. Through anti(bullying policies managers can show they care about employees. 'llowing a bully to go unpunished in a workplace is establishing a climate of fear. 'lthough it costs the company time and money to establish a culture of respect it will benefit the company in the long run through productive happy employees. $"ithout the employee talent necessary to implement a company#s strategic plan an organization will never meet its goals and obGectives.% ,eflecting back to when I was a manager I know see that I was not nurturing enough towards coworkers. I was more focused on the bottom line then their

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concerns. I can now see a reason for low employee morale. -y taking time to understand employee relationships and attend to employee issues I could have increased morale and in a way the $bottom line % which was my original obGective.

C&n+r&nt t0e B%,,?

TT0e &n,? e++ecti e 2a? t& )ea, 2it0 b%,,ie! i! t& 8!tan)'%9< t& t0e5T o Ferba, Sa5%rai! to take command of the situation and stop the attack o Be confident" courageous" wise and proactive o aution, targets need to properly handle their anger" and be prepared financially and professionally o - Ste9! t& T&99,e T?rant!- less aggressive approach o !nformal campaign to fight bully 1. Iolicit support and statement of bullying 2. onfront bully" file complaint" prepare your case

3. 3resent case to senior managers" internal tribunal other parties and public. o Bullying cases are rare and not often solved through legal means in 0.I. $They are not proponents of using a company#s internal grievance system Gudging most as $not employee(friendly % thus Drs. ?ary and ,uth &amie suggest the J step approach. It is disheartening to hear the Drs. ?ary and ,uth &amie#s reasoning for the victim to take their fight away from the organizations internal system. The

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organization is supposed to support employees. Instead organizations are turning their backs on employees in time of need. -y establishing an anti(bullying policy that is effective and supports the victims organizations can restore employees# faith of the organization. <ater in the reading the author e*plains a $high(performance% 5, practices could help the image of 5,. I think the use of verbal samurais is a great way of empowering the victim. I think this is a great e*ample of a way to change one#s approach as a victim. .

S%r i ing a! t0e Target

o Se,+'A)j%!t5ent Strategie! o hange the victims approach '(his approach involves limiting physical contact with the bully. emotion-focused therapy. self-ad1ustment. and accessing support from family" friends" the union" colleagues" or the companyDs -A3. 5thers have suggested self-help survival strategies" including grieving" diverting attention to other parts of the targetDs life" the release of anger and an2iety in a peaceful way" being more optimistic through the use of humor" and working to rebuild selfesteem and move on* o Bully-proof '(he target must assess the bullyDs impact" establish and protect individual boundaries" stop self-blaming" start controlling destructive emotions and anger" and affirmatively make re)uests about the satisfaction of his or her needs and wants.*

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actions is easier said than down.*

I think a crucial way to stop self(blaming is to identify the destructive behavior. For e*ample after my e*perience with bullying I blamed the situation on myself. I told myself that I was not a qualified manager etc. It was not until I took this course and through the lectures and readings that I realized I had been a victim of bullying in the workplace. From there I was able to stop self(blaming because I understood what had happened. -y labeling the event as bullying I became aware of the reality of the situation! thus to self(blame was no longer relevant to event.

E5&ti&na, Inte,,igence Strategie! o E5&ti&na, Inte,,igence a99r&ac0 EI' is the ability to identify" assess" and control the emotions of oneself" of others" and of groups. Itay out of bullyDs way and not allow them to see that their behavior is in any way intimidating <oster a relationship with a powerful mentor internally who can provide both political and emotional support I understand the reasoning behind this approach but do not feel like an organization is fostering a positive workplace if an individual has to tip(toe around a co(worker. That said I need to practice this approach. "hen I e*perienced bullying in the workplace I would show how hurt I was to the bully. I would let my voice quiver and tears form in my eyes. ,eflecting on those times I

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can see how my reaction to their behavior Gust fueled the fire. In the future I need to e*cuse myself from a situation like that to gather myself. o E>it Strategie! o $eave the 1ob with dignity and see new opportunities

o 'Caking an affirmative decision to leave becomes apparent that the bullying is not going to cease is often in the targetDs long-term best interest*

Organi4ati&na, Strategie! t& C&n!i)er

5rgani#ational strategies to prevent bullying in needed because individual efforts of the target to end the conflict appear to be largely ineffective. o C&n+r&nt an) M&nit&r E>i!ting B%,,ie! o an be accomplished in three key ways, (alking directly to the bully about conse)uences (raining bullies about how to treat others fairly !mplementing mechanisms to discourage bullying behavior

o Seni&r Manage5ent C&55it5ent t& a B%,,?'Free En ir&n5ent o Anti-Bullying 3olicy ;evelopment Cakes clear statement of what is acceptable behavior" and what is not o 3olicy !mplementation" -nforcement" and Conitoring Iystems

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Ipecific internal group responsible for receiving and educating employees e2. H/

!nvestigation and omplaint /esolution Iystems" -ffective ;isciplinary 3rocedures" and <ollow-0p Ceasures 9hat will be the conse)uences for bullying&

o 3eriodic (raining about onduct -2pectations -nhancing the awareness of employees about bullying is a significant action that results in the prevention of its occurrence o C&55&n Manage5ent an) AR 5i!ta:e! o Got taking conflict seriously o <ailing to reali#e bullying is taking place o '(aking sides* with the alleged bully o !gnoring the problem because bully is strong performer o /efusing to conduct an investigation because target has been previously labeled as 'problem employee* o Critica, Se,+'E a,%ati&n b? AR o Bullying raises health insurance costs" increases absenteeism" and reduces productivity and employee morale8loyalty o How does your organi#ation view H/& implement 'high-performance* practices 6e.g. regular employee attitude surveys7 o Bullies operate with confidence that they are not likely to be punished because they fre)uently en1oy support from higher-ranking company officials who can protect them if and when they are e2posed. ?B

$.ood em0lo%ers 0urge &ullies> &ad ones 0romote them? I have seen this happen at my work. "hen a manager quit my supervisors quickly promoted a co(worker of mine to the open position. This co(worker was such a bully3 5e constantly dumped his work load on subordinates. 5e would make up riddles for co( workers to solve and then belittle individuals who didn#t solve them. "hen I took his previous position I inherited a plethora of problems. 5e hadn#t accomplished such as simple tasks like a daily temperature log that is required by law3 6n time a supervisor of mine walked into the back room where he was yelling at me over how his back stock wasn#t organized. The supervisor immediately took him up stairs where I would assume the supervisor told him the behavior was inappropriate. I was never spoken to or informed on what had happened. <ater interactions with the bully didn#t change however. -ecause this bully was promoted team member morale and productivity declined instantly. Then a wave of call(outs and sickness happened. The employers choose to promote a bad employee instead of purging him like they should have the organization suffered as a result.

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Re!9&n!e! t& De!tr%cti e Organi4ati&na, C&nte>t! Rea)ing N&te $2

Re!i,ience
o A trait that only certain people or families possess" a )uality that emerges over time" a 9r&ce!! of sustaining hardship" and the human capacity to recover from tragedy in personal and professional lives. o A way of facing and understanding the world that is deeply etched into a personalDs mind and soul. o Drocess of reintegrating from disruptions in life. o Iocial" Academic or -motional /esilience definitions o ;ynamic intersub1ective process o /esilience, accepting and adapting

I think resiliency is a crucial skill that helps individuals accomplish their goals. "ithout resiliency people would give up at the first sign of hardship. If I want to accomplish my goals I need to learn resiliency. "hen we are resilient we can take an active role in our lives and use negative situations to further our career =e.g. career resiliency>. 8Re!i,ience i! acce9ting ?&%r ne2 rea,it?; e en i+ itR! ,e!! g&&) t0an t0e &ne ?&% 0a) be+&re# Y&% can +ig0t it; ?&% can )& n&t0ing b%t !crea5 ab&%t 20at ?&%R e ,&!t; &r ?&% can acce9t t0at an) tr? t& 9%t t&get0er !&5et0ing t0atR! g&&)#< U E,i4abet0 E)2ar)! @1

Ai!t&r? &+ Re!i,ience ,iterat%re6re!earc0

o Ieveral different ways to construct resilience w8o agreement a. the age domain covered by the construct b. the circumstances where it occurs c. its definition d. its boundaries e. the adaptive behaviors described o Iuccessful outcomes under conditions of adversity o /esearch focused on human development o 3ositive adaptations o 5ther studies mind-body underpinnings of stress responses o !ntrapersonal factors and environmental factors

Re!i,ience in t0e 1&r:9,ace

o !ndividuals who are able to brand themselves in a distinctive and attractive fashionPas youthful" committed" mobile" and professionalPand those who have the necessary career capital 6e.g. resiliency7 may survive and even flourish in this volatile marketplace. o apacity to manage difficult people and situations depends on the degree to which targets of undesirable behaviors can, o o analy#e or reframe their e2periences make sense of and construct alternative narratives

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o utili#e different logics in their discourse" such as the language of care ethics or empowering metaphors. o /esilience positively related to actual career changes" such as 1ob enrichment and enlargement o Cost resilient people are those who balance self-esteem and self-criticism" blend confidence and doubt" and remain open to the idea that they have weaknesses

To achieve resiliency I need to. be self(critical but also self(loving! speak in a more empowering nature construct alternative narratives in times of turmoil and do perspective taking on e*periences. I am more likely to achieve success in the marketplace if I am resilient.

C&55%nicati e C&n!tr%cti&n! &+ Re!i,ience

o =&b L&!! o o $ose not only 1obs but place in world or work" families" and communities Nuestion how to e2press feelings in socially accepted norms 3roblematic as individuals search for socially appropriate identity displays and descriptors o (hree (hemes emerged from 1ob loss survey, 1. foregrounding8back grounding of emotions 2. normalcy 3. 6re7 instituting of traditional masculinities

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(hese 3 themes suggested that people intersub1ectively create conditions for building on their capabilities for resilience and engaging in discourses of resiliency.

o 3 empirical organi#ation levels, 1. 4motion( individuals and their family members collectively worked toward talking about and performing positive feelings about their situations. 2. &ormalcy- creating a sense of familiarity and ordinariness" pivotal to familiesD intersub1ective construction of resilience. 3. Identity anchors- enduring set of identity discourses upon which individuals rely when e2plaining 6to themselves and others7 who they are and want to be.

Irrati&na,itie!
o Organi4ati&na, irrati&na,itie!- are everyday practices that pull organi#ational members in different" sometimes competing directions and include phenomena such as parado2" tension" contradiction" and irony. o aim to limit" constrain" and even erase the causes and conse)uences of organi#ational irrationality o not necessarily negative, how members construct resiliency.

L&ng'Ter5 1&r:'Li+e Ten!i&n!

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o 9ork-life negotiations are a challenge for almost everyone at some point in their lives. (hese challenges become more difficult in the fact of long-term disease or disability o an re)uire remaking self identity" repositioning into a new disability culture" and changing personal and familial relationships o 3eople w8disabilities as well as family typically face career and employment 6i.e. financial7 conse)uences o /esilience, accepting and adapting o 'ccepting( ongoing cognitive and emotional 'facing down of reality* Different from resignation

o 'dapting- process of making ad1ustments to respond productively to and rebound successfully from new life circumstances brought about by disruptions" tragedies" and crises. o Accepting w8o adapting % defeat. adapting w8o accepting% denial o 3ositive outcomes absent from talk of work-life balance instead resilience faced reality o '/esilience in work-life conte2ts for which disruptions of a tenuous balance could occur at any moment re)uires ongoing and comple2 communication with others in multiple domains to reintegrate or bounce back on a regular basis.* Continuing to be resilient in the workplace can be challenging given all the dangerous liaisons we have learned about teams and groups. The dark side of the workplace can also give way to career advancements if one is resilient. I want to achieve

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my career goals thus I need to work on becoming resilient. From this chapter I have learned the means to do so. If I am resilient I have a greater chance of flourishing in the marketplace instead of crumbling under pressure.

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Unit 2 Per!&na, Re+,ecti&n!

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C&ntr&, Mec0ani!5!
! recently ended my employment at a very large" health food supermarket. !Dm sure my reflections on the upcoming lectures and readings will deal a lot with my time there" including this one. ! wonDt go into detail of how ! made my 'glamorous and graceful* e2it in this reflection" but ! did want to see how the company was structured in accordance to todayDs lecture" to understand my time there more clearly. 0pon this reflection ! was able to see that the company had great values and goals" but they were practiced less down the pay scale. ! can see how difficult it is for a company to set standards and goals and then have them carried out by employees. (he problem isnDt in coming up with a company structure" the problem is putting that structure in action to be carried out by humans whom as sub1ective to emotions. moods. intelligence. self-esteem" environment etc. Iimon Cainwaring said 'Cany corporate leaders and employees have the right intentions" but it can be overwhelming when you consider how everything is affected from leadership styles" to organi#ational structure" to employee engagement" to customer service and marketplace.* onse)uently" as one of many managers there ! then wanted to reflect upon the control mechanisms we had in place. Caybe one reason my e2perience there was so terrible was because the mechanisms we had in place were flawed. Io ! went down the list, ;irect ontrol- we had checklists for each shift that outlined their duties for the day (echnological ontrol- this was not implemented by us" but corporate in the means of electronic surveillance.

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 Bureaucratic ontrol- this again was implemented by corporate by means of rules" structures and roles !deological ontrol- each employee was to memori#e the ' ore Aalues* and even the more specific '/ocky Countain 4* values for our store only" in addition to the standards for safe food handling. (hese were everywhereQQ -very time someone from corporate was there H/ would hand out little cheat sheets incase we were asked about our 'values.*

;isciplinary ontrol- often people were taken up to the managerDs office and talked too" written up" or other means of discipline. How was it that we were implementing every form of control" but the workplace felt like total chaos& ! think the ironic part of our team structure was that we had all of those forms of control" but my team-leader was e2tremely laisse#-faire. Io" we had checklists" but no one making sure the checklists were done. pages and pages of employeesD communication" but no supervisor reading it. booklets" posters" banners" buttons all proclaiming our ' ore Aalues* as a company" but no one showing how to actually implement those values.

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'$aisse#-faire leadership is not ideal in situations where group members lack the knowledge or e2perience they need to complete tasks and make decisions. Iome people are not good at setting their own deadlines" managing their own pro1ects and solving problems on their own. !n such situations" pro1ects can go off-track and deadlines can be missed when team members do not get enough guidance or feedback from leaders"* writes >endra herry on about.com.

C&ncreti e c&ntr&, 8ir&n cage<

http,88youtu.be8B)#FbGUyCc! (he clip above is from a news broadcast about ha#ing in sororities. ! have always thought the behavior of groups of people is very interesting. How do we go from polite law-abiding citi#ens to almost animals acting in a pack& (ag-teaming" mobbing" inappropriate humor these are not things only found in the workplace" itDs found within all groups. ! think this behavior can be caused by a variety of things" but that individuals can carry it out to such e2treme lengths is shocking. =iven as one of the means that lead to ha#ing ha#ing.cornell.edu defines groupthink as, '!rving Eanis 61BB?7 described a process in highly cohesive groups in which faulty decision-making arises as a result of a convergence of dynamics" including pressure for unanimity" suppression of individual moral ob1ections" and degradation of outsiders. (hese dynamics result in a failure to realistically appraise alternative courses of action and may contribute to disregard for the safety of others. !n 9rongs of 3assage" Hank Guwer 62HH17 adapted the term VgroupthinkV to become V=reekthink"V a reference to the

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dangerous process in which fraternal groups engage in reckless rituals" put newcomers in danger" and demonstrate post-incident denial in the face of clear evidence that they have made a mistake. ! think all of these characteristics of the dangerous liaisons on the individual" group and organi#ational level can lead to e2treme ha#ing. ! feel ha#ing and bullying is probably the most prominent issues of teams because of the very nature of teams. (o be a team there needs to be a connection between the individuals. <or e2ample" 'our ancestors survived by forming groups that had strong bonds. onse)uently" we are social creatures with needs for affiliation. 5ur innate drives for connection and preservation may contribute to practices such as ha#ing that are perceived to strengthen the ties between group members"* according to ha#ing.ornell.edu. (his website also lists conformity and obedience to authority" shared coping as possible theoretical perspectives behind group ha#ing. (hese perspectives all relate back to the characteristics of teams. !t is almost like ha#ing is a natural way for individuals to form group-bonds" a natural" but very dangerous and malicious way.

Big0t +r&5 t0e Dar:

A bright side ! have found in this class is the focus on the dark side. ! like how this article doesnDt act like the workplace is this fairytale place that is '1ust so wonderfulQ* ! donDt think real answers and solutions can come from that approach. ! love how this article stated that human behavior and attitudes have such an influence and they are not always positive. ! included the following clip that illustrates how frustrated and hateful people can get at work,

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http,88youtu.be82 ;3k//3LoH (he behavior shown in the clip is an e2ample of how behavior on the individual level can influence the work of the group. ! wonder if this is the first time this man has acted aggressively& 9hat was the mood in the office after this act& How did this act change the behavior of his co-workers towards him" others& <rom this reading we know that 'verbal aggressiveness is negatively related to team memberDs satisfaction and group consensus.* ! can only guess that physical aggressiveness shown only impacted team memberDs satisfaction and group consensus more negatively. (his in return could make the individual have more negative physical aggressiveness. But removing actions like this from studying team8group communication will only bring butterflies and flowers" not factual and working solutions. ! feel that at my last place of employment it was the culture to not talk about the dark side of our workplaces. ! was often viewed as a pessimist because ! wanted to talk about problems within our team structure. !t seemed like my managers only wanted to talk about what we were doing right. ! think this was a big reason ! ended up leaving that company. ! felt as though problems ! was facing would never change because they werenDt even being addressed. (o me this felt like my supervisors were belittling and disregarding my complaints" struggles" and thus me personally. ! know otherDs felt this way because it was often brought to the attention of the store manager that our team-leader never 'fi2ed* problems and often had the '! donDt want to hear it* attitude. (he multi-level approach seems like the only way to approach dark sides of communication in general. (here is so much more going on than words when humans interact. 9hen ! use the multi-level approach ! get different conclusions reflecting back

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on issues ! had with co-workers than ! did in the moment" or even until this class lecture. ! can see now all the different things that could have been affecting their behavior. Iometimes" ! get into this rut where ! think everything negative someone does is a direct offense to me. =oing back to unit 1 ! needed to do more perspective taking. Gow that ! understand the different and comple2 levels of team8group relationships" ! feel like ! can acutely perform perspective taking.

Re+,ecti&n &n t0e Unit a! a 20&,e

As a whole ! think the ob1ectives ! have learned throughout the unit have helped me accomplish parts of my learning ob1ectives. ! en1oyed learning about the comple2ity of organi#ations and have learned how lack of communication skills can foster the dark side within organi#ations. (he in-depth look into dangerous liaisons within groups and teams is beneficial for me because ! would like to have a career in the non-profit marketplace. ! have learned how to identify and handle the dark side of working in a team this is will a positive 1ob skill ! have obtained. ! also found it very valuable to learn about bullying" a specific dark side of organi#ations and teams. ! was recently a victim of bullying in the workplace and was feeling very an2ious about the idea of re-entering the workplace. <rom everything ! have learned in this unit ! feel am now ready to get back into the workplace and even help others through bullying.

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T0e De i, 1ear! Pra)a Re ie2 Unit 2

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(he film (he ;evil 9ears 3rada is a great summary of the key concepts learned in 0nit 2. Because the story is set in a business atmosphere" one is able to observe the ongoing communicative construction of the organization 6i.e. /unway Caga#ine7 and how organi#ations can foster a destructive atmosphere. (he communication process observed in the film is one of fear and negativity. 5ne e2ample of the tension is the allowance of bullying. CirandaDs management style is hostile and prevents the ability of employees to work efficiently. (he control mechanism disciplinary control is also prevelant throughout the film. Andy also e2periences spill(over into her personal life because of the troubled relationship between her and Ciranda. A bright side in all the darkness is AndyDs model of career resiliency. As is common with workplace bullying" the film illustrates bullying from a supervisor" Ciranda. (hrough her behavior Ciranda establishes authoritative or direct control over her employees. Ihe displays a coercive and authoritarian management style that actually fosters bullying in the organi#ation. CirandaDs reasoning behind bullying may be her type 'A* personality. (he workplace at /unway Caga#ine is also very demanding" stressful" chaotic and unpredictable" which can lead to destruction in organi#ational cultures. <ollowing are some e2amples of CirandaDs bullying behavior. Ihe never calls Andy by the correct name" instead it is -mily" Andrea" Aaron or Iandy. Ciranda also engages in aggressive communication. <or instance" when Ciranda and Andy are engaging in a difficult conversation Ciranda asks 'did you run and smack you little head on the payment&* in )uestion to AndyDs behavior. By commenting that way Ciranda implies that Andy is a dunce for not completing the tasks given to her correctly. Ciranda

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does not entertain the idea that the instructions given to Andy were too ambiguous to complete the task correctly. !t is believed that the tough management style Ciranda uses is part of her 1ob and why the maga#ine is successful. !t is proven that stressed out employees are less productive" thus CirandaDs bullying is actually harming the maga#ines success. !nstead of stopping the negative behavior" the organi#ation fosters the behavior. -mployees actually partake in victim blaming. 'Lou are not trying" you are whining. Lou want me to say Woh" boo-hoo poor you.D 9ake upQ IheDs 1ust doing her 1ob"* Gigel tells Andy when she complains about Ciranda. Also typical behavior of victims of bullying" Andy )uits her employ under Ciranda. !deally she would have told Ciranda and the organi#ation of her intent to leave" but from the readings and lectures it is clear that leaving the workplace is ideal for the victim. (his is because bullying is proven to not cease and individual attempts to stop it are greatly ineffective. !n addition to direct control Andy also e2periences disciplinary control mechanisms. 9hen co-workers influence Andy to clean up her look they are evoking disciplinary control. (his control is from the bottom-up as is the definition. !t is important to note that AndyDs boss does not say anything about her appearance. !t is solely disciplinary control from her coworkers that Andy feels the inclination to dress differently. <or e2ample" Andy tell Gigel her attire is not crucial to the 1ob. 'Ihe hired me she knows what ! look like"* Andy claims. ';o you&* Gigel replies and hands her a pair of high-heels. $ater AndyDs co-worker comments" ';onDt you have some hideous skirt convention you need to go to&*

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As was discussed in class" this type of control is the sometimes the most influential. !t is when Andy starts to 'dress the part* that her co-workers start to respect her. Because she is reflecting back their perception of what a woman in the fashion industry should look and act like. Andy herself begins to feel part of the organi#ation after her makeover. Andy e2periences spill(over. Her overwhelming work life begins to spill into daily life. At the beginning her boyfriend gladly listens to her chatter about work. As the intensity of her work and her unhappiness increases their relationship begins to suffer. 5ther characters in the film also e2perience spill over. CirandaDs troubled relationship with her husband eventually ends in divorce. Ipill-over from the stress of working at /unway Caga#ine is seen as a norm. '$et me know when your whole life goes up in smoke" itDll be time for a promotion"* states Gigel. Iilver-lining in this film is the e2istence of career resiliency. Andy deals with an e2tremely hostile and stressful work environment. Ihe sticks it out and is resilient" which benefits her in the end by means of her dream 1ob. Ihe leaves with an outstanding recommendation from a prominent business figure. it is because of this recommendation that Andy gets her new 1ob. (he hostile work environment established by Ciranda breaks down group communication. !nstead of co-workers working together they are pinned against each other in a cut-throat atmosphere. (he communicative construction of /unway Caga#ine shown in the film (he ;evil 9ears 3rada gives e2amples of concepts discussed in unit 2. (hese concepts include, bullying. victim-blaming. disciplinary control" spill-over and career resiliency.

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