Dark Side - Test #1

Acquiescent Silence

Passively withholding ideas or concerns based on resignation

Authoritarian Management Structure

A rigid structure that imposes a single unified meaning system on workers. The structure MOST associated with s3xual-harassment-prone organizations

Authoritative Bullying

Abuse of power granted by organizational position; most commonly reported etiological type of bullying; often becomes serial bullying

Boundary Spanners (linkers)

People at the crossroads of information who juggle multiple interests and identifications. More prone to burnout as are supervisors

Components of Burnout

emotional exhaustion, depersonalization, reductions of personal accomplishment

Careerism

work-life orientation in which career is valyed above all other life experiences. Devotion to career often at the expense of integrity, personal life, and ethics

Climate of Silence

Widely shared perception that speaking up is not worth the effort or is dangerous

Code of ethics

formal statement of an organization’s ethics’ awareness is 82% in the US

Connectivity Paradox

technology that connects people can also create problems for them, such as “always being on”

Cordial Hypocrisy

the drive to pretend there is trust that exists when it does not, staying polite for harmony while distrust erodes the organization

Counterproductive Technology Use

socially unacceptable online activity, less common but much more problematic potentially resulting in financial harm

Cyberloafing

Voluntary use of company internet access during work hours for non-work purposes, also called cyberslacking

Equivocal Messages

unclear rather than false

three types of normal use

life balance, resistance, recovery

Discursive approach to s3xual harassment

communication at the core of sexual harassment, harassment is a social process not only an interpersonal problem

Displaced Bullying

scapegoating, aggressing against someone other than the source of the provocation because aggressing against the source is not available or too dangerous

Dispositional Trust

a tendency to trust others without others earning that trust

ECITs

electronic communication and information technologies; email, video conferencing, voicemail, mobile devices

EEOC

Equal Employment Opportunity Commission; receives and enforces employment discrimination and harassment charges

Emotional Exhaustion

MOST studied burnout dimension

Enabling, Motiviating, and Precipitating Factors of Bullying

enabling factors explain why bullying is rewarded (low perceived cost, power imbalance), motivating factors explain why is flourishes (internal competition, reward systems), precipitating factors trigger it (downsizing or crises)

Family Medical Leave Act (FMLA)

organizations with 50+ employees for 20 weeks in a year

Five Factors of Organizational Trust

competence, openness and honesty, concern for employees, reliability, and identification

incivility

communication behaviors that demean, demoralize, and degrade others

Avoiding Information Overload

role definition, job information, and skills training; related to retention

Isolates

people who are more physically sepearated at work, not necessarily by active intent

Criterion for Ethical Communication

members should not intentionally deceive others, communication should not purposely harm others, ad members should be treated fairly and justly

miro-affirmations and micro-inequities

“thank you” versus using “I” or “Me” which privilege oneself

Nonproductive Use

socially connecting or doing non-work activity online; less problematic

Office Politics

competition within a workspace to get ahead; backstabbing, sabatoge, bad-mouthing, and alliance building

Organizational Bullying

bullying seeded by oppressive, exploitative, or over-controlling organizational practices such as downsizing, outsourcing, or plant closings

organizational stressors

amount of social support, degree of participation or power, workplace surveillance, and emotional labor

Presenteeism

being at work but not producing at full potential; bullied workers may come in because they fear what happens in their absence

Pro-social Silence

witholding ideas to benefit other people or thr organization, base on cooperative motives

physiological contract

unwritten expectations between employee and organization; violations appear in ethics, layoffs, and stress

quid pro quo

“something for something”; type of s3xual harassment in which someone in a superior position ties employment or promotion to s3xual favors

Quiescent Silence

actively withholding ideas as self-protection, based on fear

Ten Types of Rationalization - consequentialism

“it worked out for the best”

Ten Types of Rationalization - futility illusion

“If I do not do it, somebody else will”

Ten Types of Rationalization - golden rationalization

“everybody does it”

Ten Types of Rationalization - judge not, lest be judged

“do not criticize others wrongs since you are not perfect”

Ten Types of Rationalization - the king’s pass

“powerful or valued people get excused”

Ten Types of Rationalization - legality equals ethics

“if it is legal it is ethical”

Ten Types of Rationalization - no harm no foul

nobody was hurt so it is fine

Ten Types of Rationalization - perfection diversion

“well nobody is perfect!”

Ten Types of Rationalization - saint’s excuse

“it was done for a good cause”

Ten Types of Rationalization - tit for tat

“they did it first or did it to me”

three stages of stress

alarm reaction resistance, exhaustion

types of sexual harassment

quid pro quo, hostile environment, third-person

stratgeized self-subordination

members actively subordinate themselves to corporate structures to obtain money, security, meaning, or identity beyond what is demanded

tedium

boredom brought on by prolonged or repetitive tasks, linked to bureaucratic workers

third person effect

belief that one is immune to influences that affect others; woman that says “i am too tough to be harassed”

Title VII of the Civil Rights Act

prohibits employment discrimination based on race, color, religion, sex, national orgin, or protected activity

tone at the top

ethical leadership from senior management that sets the example for an ethical culture

toxin handlers

adress, eliminate, and soothe conflicts, stressors, and hurt feelingsl against the spread of negative emotions through a workplace

two trust violations

harm to civic order (rule violations, honor violations) or harm to social identity (attacks on reputation)

work-life balance

judged in time, engagement, and satisfaction

zero tolerances

policies demanding the harshest reponse from the first offense

four steps of an active shooter plan

Establish prevention techniques, risk assessment and site hardening, create emergency evac plan, and plan for everyone in the workplace

national cultures with less bullying

Egalitarian (low power distance) and Feminine

consequences of sexual harassment

Fear, isolation, and glass ceiling effect

three sources of social support, three types of support

Supervisor, coworker and family/friends provide emotional, informational, and instrumental (tangible) support

eight features of bullying

Persistence (repetition and duration), escalation, harm, attributed intent, hostile work environment, power disparity, communication patterning, distorted communication networks.

five etiological examples

Dispute-related, authoritative, displaced, discriminatory, organizational.

antecedents of bullying

chaotic/unpredictable workplaces, job insecurity, role conflict, lack of privacy, pressure to produce, management style, and adversarial/aggressive cultures

three types of abusive culture

Win/lose, blaming, and sacrificing everything for work

organizational bullying prevention strategies

Top-level commitment, member engagement throughout the organization, assessment (surveys and multi-rater systems), implementation and follow-up, anti-bullying policies, external investigators, training, restorative support for bullied individuals, and pre-employment screening

VIEW on zero tolerance

Policies should declare bullying unacceptable but avoid communicating or expecting zero tolerance. Early on, multiple offenses may need to be allowed (not ignored), with penalties growing more severe for repeated violations.

Incivility is…

rising

organizational incivility is ____ than interpersonl incivility

more common

face/facework

Civility is face-work: protecting your own and others' public self-image. Incivility threatens face.

three MBI diemensions

Emotional exhaustion, depersonalization, reduced personal accomplishment. Emotional exhaustion is the most widely studied.

___% name work as primary stressor

80%

overload - quantitative and qualitative

quan: too much, qual; too difficult

Type A is ___ stress prone that Type B

more

organizational stress and burnout prevention methods

Social support (instrumental, informational, emotional), participation in decision making, network integration, toxin management, and other structural interventions such as wellness programs and employee-organization match.

new social contract

Workers no longer expect a long-term relationship built on trust and loyalty. They expect many jobs at many organizations and take responsibility for their own careers.

three general areas of discrimination

Evaluating employment decisions; equal access to jobs; equal opportunity for job success

five types of destructive communication

Counterproductive (conflicts with organizational goals, such as data security violations); nonproductive (not directly productive, such as cyberloafing); inappropriate (flaming, offensive jokes, sharing confidential information); deceptive and equivocal (category deception, impersonation, unclear messages); intrusive (interruptions, multitasking, information overload, always-connected, surveillance).

workplace harassment

unwelcome conduct that interferes with work or creates an intimidating, hostile, or offensive environment