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Vol. 10, No 2A (23A), 2011 ISSN 1648 - 4460

TRANSFORMATIONS IN BUSINESS & ECONOMICS , Vol. 10, No 2A (23A), 2011

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Vol. 10, No 2A (23A), 2011

CONTENTS

GUEST EDITORIAL Tomasz Bernat. Introduction to the Issue ................................................................................... 225

ARTICLES

ECONOMIC DEVELOPMENT IN TRANSITION ECONOMIES

Ryszard Barczyk. Possibilities of Using Theoretical Hypotheses for the Analysis ofContemporary Economic Recession . 226

Patrycja Zwiech. Initial Situation of the Member States in the Context of StrategicObjectives of Europe 2020 Strategy .. 233

Tomasz Bernat. Building Monopolistic Position Contemporary Decisions, Old Solutions .... 248

Danuta Milaszewicz. Probability of Non-Keynesian Effects of Public Finance Consolidationin Poland .... 258

LABOUR MARKETS AND EMPLOYMENT CHALLENGES FOR THE EU

Waclaw Jarmolowicz, Magdalena Knapinska. Labour Market Theories in ContemporaryEconomics ..... 268

Danuta Kopycinska. Generation of Young People in the EU Member States TheGeneration of Unemployed? . 281

Robert W. Wlodarczyk. Comparative Analysis of Employment Sectoral Structure inEurozone Countries ... 292

Magdalena Rekas. Taxation as an Instrument of Family Policy: Effects for WomensEmployment .. 303

Jolita Vveinhardt. The Structurogram of the Mobbing Diagnostic Model 317

INNOVATION POLICIES

Elzbieta Pohulak-Zoledowska. Innovative Activity of Universities Knowledge Creation inDeveloped and Fast Developing Countries ... 334

Jaroslaw Poteralski. Support for the Innovativeness of Polish Economy Quoting theExample of Innovative Economy Operational Programme .. 345

Ewa Okon-Horodynska, Rafal Wisla, Tomasz Sierotowicz. Business Strategy ofInnovative Enterprises: The Case of IBM ......... 357



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GLOBALISATION ISSUES

Katarzyna Wlodarczyk-Spiewak. Globalization Process vs. Consumer Behaviour in theMarket ... 367

Krystyna Przybylska. The Degree of Export Intensity of Polish Companies 379

Ramunas Casas, Monika Kavaliauske, Vilma Dambrauskaite. The Impact of ExternalBusiness Environment Factors to Internationalization of Born Global Companies byPromoting Entrepreneurship .. 389

CAPITAL MARKETS

Michal Sosnowski. Tax Competition and Harmonization of Direct Taxation within theEuropean Union ..... 401

Aleksanda Duliniec. The Cost of Capital from the Polish Companies Perspective .. 412Urszula Hanusik, Urszula Langowska-Szczesniak . Households Consumption on theBackground of Socio-Economic Transformation in Rural Areas of Poland, 1993-2009 . 421

Teresa Kaminska, Elzbieta Babula, Marcin Brycz. What about Efficiency and EquityDilemma in Polands Economy? ... 430

INDUSTRIAL SECTORS IN THE EU

Elzbieta Adamowicz, Konrad Walczyk. Cyclical Fluctuations of Business Activity in the New EU Countries . 440

Ewa Okon-Horodynska, Rafal Wisla, Tomasz Sierotowicz . Evaluation of theDevelopment Potential of the Information Society in European Union Countries on the Basisof Patent Activity in the ICT Sector .. 452

Bozena Borkowska, Mikolaj Klimczak . From A Monopoly towards an ImperfectlyCompetitive Electricity Market in Poland ..... 463

NOTES FOR CONTRIBUTORS ............................................................................................................ 475


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10 tomas, 2A (23A), 2011

TURINYS

KVIESTINIO REDAKTORIAUS ODIS.Tomasz Bernat. Leidinio vadas .................................................................................................. 225

STRAIPSNIAI

TRANSFORMACIJ I!!$ KIAI EKONOMIKOS VYSTYMUISI

Ryszard Barczyk. Teorini # hipotezi # naudojimo galimyb %s ( iuolaikinio ekonominionuosmukio analizei .... 226

Patrycja Zwiech. Pradin % valstybi #-nari # situacija Europos 2020 strategijos tiksl # kontekste .... 233

Tomasz Bernat. Monopolistin %s pad %ties k +rimas ( iuolaikiniai sprendiniai, seni metodai ..... 248

Danuta Mi aszewicz. Neokeinsizmo tikimyb %s padariniai Lenkijos vie (# j# finans # konsolidacijoje ....... 258

DARBO RINKOS IR U' IMTUMO I!!$ KIAI EUROPOS S ) JUNGOJE

Wac aw Jarmo owicz, Magdalena Knapi ! ska. Darbo rinkos teorijos ( iuolaikin % jeekonomikoje ...... 268

Danuta Kopyci ! ska. ES valstybi # nari # jaunimo karta - bedarbi # karta? . 281 Robert W. W odarczyk. Lyginamoji u - imtumo analiz % euro zonos (ali# sektoriuose ... 291 Magdalena R $kas. Apmokestinimas kaip (eimos politikos instrumentas: moter # u- imtumo padariniai ... 303

Jolita Vveinhardt. Mobingo diagnozavimo modelio strukt +rograma 317

INOVACIJ POLITIKA

El ' bieta Pohulak- * o $dowska. Novatori (ka universitet # veikla - ini# k +rimas i (vystytoseir greitai besivystan / iose (alyse .... 334

Jaros aw Poteralski. Parama Lenkijos ekonomikos inovacijoms, remiantis novatori (kosekonomikos operacin %s programos pavyzd - iu .. 345

Ewa Oko ! -Horody ! ska, Rafa Wis a, Tomasz Sierotowicz. Novatori (k # moni # verslostrategija - IBM atvejis .......... 357

VERSLO ir EKONOMIKOS--------- TRANSFORMACIJOS --------

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GLOBALIZACIJOS I!!$ KIAI Katarzyna W odarczyk- , piewak. Globalizacijos procesas prie ( vartotoj # elgsen 1 rinkoje 367 Krystyna Przybylska. Lenkijos moni # eksporto intensyvumo laipsnis . 379

Ram . nas 1 asas, Monika Kavaliausk 4 , Vilma Dambrauskait 4. I(orini # verslo aplinkosveiksni # taka Born Global moni # internacionalizacijai, skatinant verslum 1 .. 389

KAPITALO RINKOS

Micha Sosnowski. Tiesioginio apmokestinimo mokes / i# konkurencija ir harmonizavimasEuropos s 1 jungoje ..... 401

Aleksanda Duliniec. Kapitalo kaina: Lenkijos moni # perspektyva .. 412

Urszula Hanusik, Urszula 5angowska-Szcz $6niak . Lenkijos nam # +ki# vartojimas kaimovietov %se, 1993-2009, socialin %s ekonomin %s transformacijos metu .... 421

Teresa Kami ! ska, El ' bieta Babula, Marcin Brycz. Kaip d %l efektyvumo ir turto dilemosLenkijos ekonomikoje? ..... 430

RINKTINIAI ES PRAMON*S SEKTORIAI El ' bieta Adamowicz, Konrad Walczyk. Verslo veiklos cikliniai svyravimai naujoseEuropos s 1 jungos (alyse 440

Ewa Oko ! -Horody ! ska, Rafa Wis a, Tomasz Sierotowicz . Informacin %s visuomen %s potencialo i (sivystymo vertinimas Europos s 1 jungos (alyse patentuotos veiklos IKT sektoriuje pagrindu .....

452 Bo ' ena Borkowska, Miko aj Klimczak . Nuo monopolijos link Lenkijos netobulos elektrosrinkos konkurencijos ..................................... 463

REIKALAVIMAI STRAIPSNIAMS .......................................................................................................... 478


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GUEST EDITORIAL

Introduction to the Issue

JEL classification : Y20.

Contemporary economies are recovering after crisis of 2007-2009. Even if formally itapproached the finish, companies and consumers still feel its burden; and even a possible new crisis ison the horizon. This issue of Transformations in Business & Economics (TIBE) tries to research

basic economic entities in nowadays world. It covers six main sections. They are related to thefollowing topics: development of the economies in transforming economies, challenges for the EU inthe context of labour markets and employment, innovation policy, problems of globalization, analysisof capital markets and, ultimately, the industries operating in the European Union.

In Section 1 on economic development, the issues addressing todays recession and the possible use of theoretical hypotheses for the analysis are offered. Evaluation of the EUs strategicobjectives presented in the 2020 Strategy document, Europe is being analysed in its relation to theestablishment of member countries. Impact of foreign investments in Africa, following the case ofChinese companies, while building their monopolistic position is also presented. A closing papercovers issues on public finances in Poland.

The second section on labour markets include topics related to the theories of labour marketsin modern economies, the problems of the younger generation which is defined as a generation that isthreaten by growing unemployment. Taxation as an instrument of family policy is presented. Alsosectoral employment in European countries is under analysis. A paper discussing the difficult issues ofmobbing could also catch your attention.

Innovation policy is the third section in this Issue, which is covering universities in creatingknowledge in an innovative way, supporting innovation of the Polish economy by EU programmesand finally formulating innovative business strategies in entrepreneurial practices, like IBM.

Section 4 discusses the implications for globalization. It relates to the behavioural analysis oftwo different market participants: consumers and companies. Consumers are assessed in terms of theirattitudes towards globalisation effects. Institutional topics are referred to the intensity of companiesexports and the issue of born global as a factor of entrepreneurship.

Capital markets are another important part of the Issue. Section 5 incorporates the issues onharmonization of direct taxation in the European Union area and the problems of capital costs from the

perspective of firms. Household consumption is next point for analysis. It is assesses in the light ofsocio-economic transformation. Finally, the classic economic dilemma: efficiency and equity issuesare defined by using the example of the Polish economy.

The last section of the Issue presents the analysis of industrial sectors in the European Union.Problems are addressed to cyclical fluctuations of business activity in the new EU countries, potentialdevelopment estimation in the information society in relation to patent activity. The electric market isalso analysed in the context of changing its market structure to a more competitive one.

The presented papers are of immense interest and relevance, covering the latest trends andtendencies across the European Union and the world. I encourage you to read.

Guest EditorHab. Dr. Bernat Tomasz,

Head of Microeconomics Department,University of Szczecin, Poland

Szczecin,5 th June, 2011



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Vveinhardt, J. (2011), The Structurogram of the Mobbing DiagnosticModel, Transformations in Business & Economics , Vol. 10, No 2A(23A), pp.317-333.

THE STRUCTUROGRAM OF THE MOBBING DIAGNOSTICMODEL

Jolita Vveinhardt Faculty of Economics and ManagementVytautas Magnus University

44246 Kaunas LithuaniaTel.: +370 37 327850

Fax: +370 37 327857 E-mail: [email protected]

Jolita Vveinhardt, PhD of Social Sciences (Management andAdministration), Associate Professor at the Department ofManagement, the Faculty of Economics and Management, VytautasMagnus University, Lithuania. J. Vveinhardt has obtained the Bachelorof Management and Business Administration degree in the Faculty ofSocial Sciences, iauliai University, where she has prolonged her

further studies and obtained the Master of Management degree. Shelectures the subjects of Management, Knowledge Management,Modern Theories of Organizations, Organizational Behaviour,Mobbing in Personnel Relationships, and The Methodology of SocialResearch in Bachelor, Professional Bachelor and Master Studies. She(after the obtaining the doctors degree) is the author and co-author of18 articles; the author of one educational book. J. Vveinhardtsscientific research trends are: Mobbing as the discrimination inemployees relations, Organizational climate.

Received : February, 2011 1 st Revision : May, 20112nd Revision : August, 2011

Accepted : September, 2011

ABSTRACT . The article discusses the specifics of modelling, presentsthe stages the formation of the model designed by the author; the stages are

discussed in detail. The diagnostic model of mobbing as discrimination inemployees relations in order to improve organizations climate is presentedand it could be used for prevention and intervention of the mobbing

phenomenon. The essence of the model three stages of diagnostics(identification of the state of organizations climate; insights of mobbing

phenomenon; managerial decisions of mobbing intervention), four fields(the field of managers will, the field of employees will; financial /economical field; ethical /moral field), monitoring and feedback.

KEYWORDS : employee, interpersonal relations, discrimination, mobbing,diagnosis of mobbing, harassment, mobbing diagnostics, mobbing diagnosticmodel.

JEL classification : M12; M14; M19.

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Introduction

Internal changes unfavourable for organizations, structures of an organization andworkplace, cultural peculiarities cause tension fields, which influence conflict environmentand make a possibility for the mobbing phenomenon to emerge. Mobbing differs fromconflicts emerging in work environment in the intensity of psychological pressure on a victim.Frequency (not less than once a week) and sufficiently long duration (e.g., not shorter thanhalf a year) together with other factors (social, communication, organizational, etc.) causelong-term stress, which crushes a victim (Einarsen, Raknes et al., 1994; Einarsen, Raknes,1997; Rayner, Hoel, 1997; Einarsen, 2000a; 2000b; Einarsen, Hoel, 2001; Einarsen, Hoel etal., 2003; Tracy, LutgenSandvik et al., 2006; Litzcke, Schuh, 2005; Zapf, 2002; Esser,Wollmerath, 2005; Hauge, Skogstad et al., 2009; Zukauskas, Vveinhardt, 2009a, b; Zukauskas, Vveinhardt, 2010; etc.).

The state of organizations climate not only influences employees satisfaction withthe work as well as their activity results but also it can be evaluated as certain indicator.Organizations climate, antagonism, the attitudes determining discriminating relations,mobbing are closely related (Taylor, Cox et al., 1991; VartiaVaananen, 1996; Zapf, Knorzet al., 1996; Resch, 1997; Meschkutat, Stackelbeck et al., 2002; Premper, 2002; Vartia Vaananen, 2003; Heames, Harvey, 2006; Litzcke, Schuh , 2005; Ashforth, 1997; Einarsen,Raknes, 1997; Mikkelsen, Einarsen, 2002; Salin, 2005; Tepper, 2007; oljan, Josipovi # et al., 2009; Vveinhardt, 2009a; 2009b, etc.).

Inter antagonism negatively influences victims satisfaction with their work and their personal wellbeing. It is established that mobbing being one of the organizations climate

factors correlates with other organizations climate factors and changes the directions of theirvectors. Thus the state of organizations climate can be considered as the indicator warningabout the existence of mobbing as discrimination in employees relations or the absence ofthis phenomenon (Vveinhardt, 2009b). Ill psychological climate at workplace could be relatedto discriminating actions of mobbing such as harassment, emotional pressure, which are

performed by co-workers or a manager.Mobbing manifests in such planes as interrelationship of employees and managers,

communication, conflicts, humour, management policy, group relations. Mobbing minimizesmotivation of organizations members, their loyalty to the organization, their concentration,orientation to goals, the sense of belonging and assistance. Negative influence upon is made

by the fact that the risk to become a victim of the attack exists. These and other reasons oblige

the organization to observe the work environment, to watch the state of the climate and toattentively analyse emerging conflicts.The observance of the state of organizations climate has preventive importance. It

should be mentioned that declining organizations climate not necessarily determinesmobbing conflicts; however it is the signal that within the organization the environmentfavourable for such conflicts is being formed or mobbing has already manifested, only themanagement has not known about it yet. As well as the favourable climate does not yet ensurethat mobbing conflicts have in principle been eliminated. Thus in stressing the systemicrelation between the organizations climate and mobbing it was sought to create the universalcomplex diagnostic model, which would serve both for prevention and intervention of the

phenomenon.


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Source: made by the author.

Figure 1. The Diagnostic Model of Mobbing as Discrimination in Employees Relations in Order toImprove the Organizational Climate in Lithuania

The performed researches prove the correlation of work environment climate andmobbing (Meschkutat, Stackelbec, 2002; Litzcke, Schuh, 2005, etc.). Mobbing manifests asthe symptom of ill climate and vice versa the climate unfavourable for employees signalsabout destructive interpersonal conflicts or unfavourable environment for them to manifest.The climate influences mobbing emergence; in addition, according to the data of theresearches, most respondents indicate that mobbing negatively influences the climate. Thusmobbing diagnostics is closely related to the decisions of phenomenon prevention and

interpretation. The relation among climate characteristics, mobbing and the results of theorganizations activity is noticeable. Inter-antagonism can negatively influence victims


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satisfaction with their work and wellbeing (Ashforth, 1997; Einarsen, Raknes, 1997;Mikkelsen, Einarsen, 2002; Salin, 2005; Tepper, 2007, etc.) and this can be costly for theorganization because it induces employees idle time, health bulletins, personnel rotation, aswell as the loyalty, commitment for the work and productivity decrease; negative opinionsabout the organization occur (Ashforth, 1997; Hoel, Einarsen ir kt., 2003; Salin, 2005;Tepper, 2007, etc.). Thus the creation of good psychological social work conditions as well asmobbing prevention and intervention becomes more important.

The axiom is that the system of motives or absence of these motives determines theorganizations decisions considering the structure of the members of the organizationinterrelations. Cohesions of interpersonal relations and conflicts are not necessarily relevantfor the people who are making decisions within the organization. Thus the modelsfunctionality mostly depends on power fields, which symbolically and in general can bedivided into four closely inter-correlating groups: the field of managers will, the field ofemployees will, the field of financial / economical will, and the field of ethical / moral will.The field of managers will

The will conditioned by managers internal disposition to solve mobbing conflicts byrelating them to personal as well as organizations maximum effective activity expectations isimportant. E. Zuperkien % and V. J. Zilinskas (2008) point out that the success of the activityof organizations employees depends on managers initiative, activity and positive disposition

by paying attention to the cohesion of managers attitudes and influence upon otherorganizations members. In this case the managers motives, which in the perspective of thefunctionality of organizations members evaluate mobbing as problem or disturbance for theachievement of personal and organizations goals, are defined.

The sum of interest units of employees as individuals is safe and comfortable work

and social environment. Employees hope for guarantees that, when implementing theorganizations aims, they will receive adequate reaction to their individual goals and motivesfrom their organization, or to be more precise organizations initiative. In this case legalexpectations, which are supposed by the organization when recruiting workforce, areconsidered. When implementing their goals, employees join trade union organizations; inaddition, their influence upon the organization can manifest in forming public opinion insideand outside. The pressure can manifest as rotation in negative aspect or lawsuits for theorganization such practice gets popular in Lithuania as well.

Ethical /moral system supposes requirement for organizations activity humanism,social and moral responsibility, the understanding of the importance of which (together witheconomical factors) influences the actions of both an organizations manager and

organizations members. R. Alas, J. Gao, J. Carneiro (2010) determined the dependence between national culture and ethics. According to the authors, the understanding of ethicsgives a possibility to solve emerging conflicts. Collectivism of a group, future orientation andgender equality, activity orientation, human orientation, institutional collectivism areimportant dimensions of culture.

Financial /economical field of will forces to solve the problems, which prevent fromachieving the optimal result of organizations activity. The economical interest stimulates theactions of organizations members oriented to the greatest possible profit. Having eliminatedethical-moral factors, this characteristic can become a strong stimulus for mobbing. Thus itshould be noted that the system can harmoniously function only by coordinating the interestsof different zones of will. This means that the corporate agreement of organizations

management and members is necessary, as well as the congruence of organizations and socialvalues. Of course, the socio-cultural attitudes of the organizational activity as well as the


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ingrained models of management, employees inter-behaviour and the behaviour ofemployees and managers should be considered appropriately. In practice the cases whenmobbing is inspired by the organizations management that strives to avoid the expensesforeseen in the Work Code and related to employees firing by means of the least input. Suchviewpoint is oriented to increasing conflicts within an organization and forecasts moreintensive rotation of employees. In other words, the objective to optimise the activity of allsystems of organizations by orienting to the aims raised for the organization inspires theapplication of diagnostics and intervention of dysfunctional processes.

The model for diagnosing the mobbing as discrimination in employees relations inorder to improve organizations climate functions in three stages: diagnostics oforganizations climate, diagnostics and intervention of mobbing as discrimination inemployees relations. This model can be applied as universal means for constant monitoringof organizations climate. The first diagnostics means the analysis of the state of climate atthe first stage of the diagnostics. If the state of the climate is good, the search for mobbing asdiscrimination in employees relations ends; and the favourable state of the climate ismaintained and developed. Having identified the symptoms of ill organizations climate, thereasons are looked for and climate criteria, through which dysfunctional behaviour oforganizations members manifests, are identified. In case mobbing as discrimination inemployees relations is not identified, mechanisms of phenomenon prevention and climateimprovement are being activated. Having diagnosed the existence of the phenomenon and itsextent within the organization, the particular reasons that determined this and the criteria,through which the dysfunctional behaviour manifests, are being identified, as well ascorrelation links to the criteria of organizations climate are being identified. In other words,the resolved view of the mechanism of manifestation of mobbing as discrimination in

employees relations, into which the activity of intervention is being projected at the thirdstage, is obtained. Having made the decision to apply intervention, the question whether theorganization has created or can create conditions for identifying a victim / victims of mobbingas discrimination in employees relations becomes one of the most important moments. Thesuccess of entire process and the possibility to form intervention strategy as well as to choosetactics at individual and organizations levels depend on this circumstance. In projecting

particular actions, the cohesion of cause action outcome to the characteristics oforganizations climate and mobbing as discrimination in employees relations are evaluated.Having applied the intervention, the secondary diagnostics (the aim is to determine whetherthe actions conditioned positive climate changes and eliminated mobbing as discrimination inemployees relations) is being performed. Thus it is determined whether the model has been

successfully applied, which chosen methods of intervention have been successful. Diagnosticscan be performed in several cycles (if one is not enough) till the organizations climate becomes favourable recovers. When carrying out diagnostics (both stages) andintervention, constant monitoring or organisations introspection, which would determineoperative changes of actions that can be influenced by changing processes or thecircumstances that newly emerged is necessary.

2. The Stage of Diagnosing of the State of Organizations Climate

At the first stage the object of the diagnostics is the state of organizations climate.The possible problem is formulated in the question whether the state of organizations climate

is good. In other words, it is sought to evaluate the functionality of relations of organizationsmembers, to determine tension fields among organizations members in order that at another


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stage to find the points of the possible expression of mobbing as discrimination in employeesrelations or / and to organize prevention. Organizations climate is diagnosed by applyingdeduction method when the criteria forming organizations climate are analysed and theconclusion is formulated ( Figure 2).


Figure 2. Diagnostics of the State of Organizations Climate: the Fragment of the First Diagnostic Stage

At the first stage of diagnostics the following objectives are formulated: to identify thestate of climate and to detailed which criteria out of 12 distinguished negatively influence theclimate ( Figure 3 ).


Figure 3 . Questions of the Organizations Climate Diagnostics Stage

The firstdiagnostic

stage

Searching for reasons

Maintenance

Primary climate diagnostics

Bad state of climate Good state of climate

Factors, expression

Yes

Is organizationsclimate bad? Maintenance

,

Does it functionthrough distinguished

criteria of climate ?

Yes

No

OK=f(1-12)

K11

K10

K12

Yes

Yes

Yes

No

No

No

K8

K9

K7

Yes

Yes

Yes

No

No

No

K4

K2

K6

Yes

Yes

Yes

No

No

No

K1

K2

K3

Yes

Yes

Yes

No

No

No


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In solving the first objective the state of the climate is determined by the first step. If

the answer is negative the state of the climate is good the diagnostic activity ends in the

maintenance and development of the climates state. If the answer is positive the state of theclimate is bad the second step details whether the all twelve criteria of the organizationsclimate negatively influence the climate (the criteria of the organizations climate aredescribed in detail in paragraph below and Figure 3 names them as K1, K2... K12.). In thissub-level of the organizations climate it is answered to 12 questions whether dysfunctionalactions of organizations members act through these criteria: K1 safety / explicitness sense;K2 creativity / initiative; K3 values / traditions; K4 incoming an organization / outgoing;K5 communication; K6 information dispersion; K7 relations with managers; K7 control; K9 employees interrelationship; K10 openness / tolerance; K11 non-formalgroups; K12 conflicts at an organization. Thus separate negative criteria of theorganizations climate and their sum are determined. The result is expressed by the functionalformula OK = f (112) when the state of organizations climate is determined by means of thetwelve distinguished criteria.

3. The Stage of Mobbing Diagnostics

In analysing the state of organizations climate and having identified that the state ofthe climate is insufficient, it is necessary to find out whether mobbing as discrimination inemployees relations influences the ill state of the climate, i.e. at this stage the reasons of theill climate are being identified. The second stage of the diagnostic model of mobbing asdiscrimination in employees relations in order to improve the climate of Lithuanianorganizations is divided into two parts ( Figure 4 ) the existence or absence of the analysed

phenomenon is being identified.


Figure 4. Diagnostics of the Mobbing Phenomenon: the Fragment of the Second Diagnostic Stage

At the second stage the diagnostics object mobbing as discrimination in employeesrelations is distinguished. The suppositional problem is formulated in the question whethermobbing influences the state of organizations climate. The purpose of this stage is todiagnose the phenomenon and its correlation links with the climate. In case mobbing asdiscrimination in employees relations is not diagnosed (e.g., it becomes clear thatdiscriminating relations that have not become the mobbing exist), prevention mechanisms, bywhich it is sought to improve the state of the climate, are set into action. As mobbing as

The seconddiagnostic

stage

The insight of mobbing phenomenon

Mobbing exists Mobbing does not exist

Searching for reasons Prevention

Factors, expression

MO

NITORI

NG


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discrimination in employees relations manifests in different criteria, the deduction methodwhen from separate details general view of the phenomenon is being formed is applied; andthe conclusion, which will determine the set of intervention means at the third stage, isformulated.

This at this stage it is sought to identify: whether mobbing as discrimination inemployees relations exists / does not exist; in what social relations it manifests / does notmanifest within the organization. The objective is being solved in two steps: during the firstthe existence / absence of the phenomenon is identified; during the second by getting moredetailed in fifteen additional steps it is diagnosed through which criteria dysfunctionalrelations of the organizations members manifest.


Figure 5. Questions of Mobbing Diagnostic Stage

M=f(1-15)

No

Does it functionthrough all

distinguished criteria?

Yes

M2

M3

M4

M5

M1

Yes

Yes

Yes

Yes

No

No

No

No

No

Yes

M7

M8

M9

M10

M6

Yes

Yes

Yes

Yes

Yes

No

No

No

No

No

M11

M12

M13

M14

M15

Yes

Yes

Yes

Yes

Yes

No

No

No

No

No

Is mobbing is identified asdiscrimination in employees

relations?

Yes

No


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If at the first step it is identified that mobbing as discrimination in employeesrelations does not exist, preventions means are being developed. If the answer to the raisedquestion is positive, the second step takes place. The answer to the question Does it manifestthrough all distinguished criteria supposes the ambivalent action. The negative answerdetermines two additional directions of actions: 1) to identify the criteria, by which mobbingas discrimination in employees relations manifests; 2) having identified the criteria, whichare not influenced by dysfunctional relations of employees, to further maintain and developthem that positively influence working criteria of the organizations climate. The positiveanswer to the raised question formulates the objective: to identify by which criteria mobbingas discrimination in employees relations manifests as well as to determine their correlationlinks to mobbing as discrimination in employees relations. The latter objective is beingsolved by answering the questions whether mobbing as discrimination in employees relationsmanifests through the following criteria: M1 physical features; M2 culturalsocialfeatures; M3 work features; M4 psychological features; M5 attitudes; M6 demographical features; M7 actions according to attack possibilities; M8 actions in actingthrough social relations; M9 attack on employees social attitudes; M10 actions inattacking in everyday professional activity; M11 actions in attacking in health field; M12 managers influence upon employees relations; M13 unidentified discrimination inemployees relations; M14 employees observing discrimination but not experienced it; M15

intolerance for different people. Thus the particular criteria, by which mobbing asdiscrimination in employees relations manifests, are identified. In addition, having summedup positive and negative answers, it is possible define the level of the expression of mobbingas discrimination in employees relations (M), where the largest value (d) expressed by thesum (s) of the criteria (k) is equal to 15. In other words, M=s(dk).

The map of mobbing attack is made ( Figure 5 ); the zones of attack / non-attack aredistinguished. The obtained information is generalised, systemised, conclusions are drawn the result is expressed by the functional formula M=f(115). The results of the first andsecond diagnostics stages condition the actions of the third intervention stage.

5. The Stage of the Choice of Mobbing Intervention Actions

At the third stage it is sought to find out the perspectives of mobbing processmanagement by rehabilitating organizations climate and designing the interventioninstrumentation ( Figure 6 ).

The object of the intervention stage is the instrument of mobbing as discrimination

in employees relations. The problem of the instruments design is formulated by the questionhow during the intervention the chosen means will influence mobbing as discrimination inemployees relations.

Considering the results obtained at the previous two diagnostics stages, the followingobjectives are formulated:

to determine organizations readiness to begin intervention; to analyse the possibility to apply particular intervention methods;

to formulate intervention strategy and tactics; to identify an intervention level; to prepare for the cycle of secondary diagnostics.

In addition, if the organization is not ready to apply intervention at present, theobjective to identify what obstacles have to be eliminated and what resources are missing thatthe intervention could be applied in the future is raised.


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The third stage of the diagnostic model of mobbing as discrimination in employeesrelations in order to improve the climate of Lithuanian organizations involves two essentialquestions: (1) whether the organization obligates to act and (2) at what levels it will act.


Figure 6. Managerial Decisions: the Fragment of Mobbing Intervention Stage

The positive answer to the question Does the organization obligate to act? inspiresthe second step, in which the answers to the questions: (1) Does the organization obligate toact at the organizational level?; (2) Does the organization obligate to act at the individuallevel?, (3) Does the organization obligate to act at organizational and individual levels? are given. The positive answer to the first question means that organizational ways of theintervention (OI) will be chosen. The negative answer conditions the second and thirdquestions. The positive answer to the second question directs the vector of actions towards thechoice of individual intervention ways (II). The negative answer conditions the first and thirdquestions. The positive answer to the third question means that organizational and individualintervention ways will be chosen. By the third step the question whether the organization willcreate conditions for a victim to identify is raised. The positive or negative answer determinesthe set of intervention instruments as well as the effectiveness of the activity. If the positiveanswer occurs, the possibility to identify the identities of an attacker and victim is created, aswell as to detail mobbing activities and by taking the fourth step to evaluate the possibilitiesof application of OI and II means. The negative answer shows organizations ill-preparation toeffectively apply the intervention as well as it does not ensure the optimal result of theactivity. In addition, the possibility to apply the individual intervention falls away ( Figure 7 ).

In Figure 7 the letters OI mark the intervention ways at the organizational level, II the intervention ways at the individual level.

There are eight ways of the intervention at the organizational level: OI1 educativemanagement, personal self-education; OI2 the method of work group support; OI3 supervision and observance of professional activity; OI4 the method of intermediation; OI5

consulting and developing of the organization as a learning organization; OI6 the procedure of conciliation as the method to resolve a conflict; OI7 employment of the stoodoff as well as; OI8 development of value system (Kolodej, 2005; Pruskus, 2005;Gimzauskiene, 2007; Vveinhardt, 2007; Vveinhardt, Nikaite, 2008; Starr, 2009; Sedziuviene,Vveinhardt, 2009, 2010, etc.)

The stage ofmobbingintervention

Managerial decisions to applyintervention

Intervention strategy, tactics, methods

Organizations level Individual level

Secondary diagnostics of climate


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Figure 7. Questions of Mobbing Intervention Stage

If an organization creates the conditions for a mobbing victim to get identified, thereare ten intervention (assistance) ways possible at an individual level: II1 assistance of

No actions

Taip

II4

II5

II3

Taip

Taip

Taip

Ne

Ne

Ne

II2 Ne

II1

Taip

Ne

Taip

II9

II10

II8

Taip

Taip

Taip

Ne

Ne

Ne

II7 Ne

II6

Taip

Ne

II=f(1-10)

Yes

Does the organization obligateto act at organizational level?

Yes

Does the organization obligateto act?

No

Yes

Yes

Does the organization obligateto act at both levels?

Taip

OI3

OI4

OI2

Taip

Taip

Taip

Ne

Ne

Ne

OI1 Ne

Taip

OI7

OI8

OI6

Taip

Taip

Taip

Ne

Ne

Ne

OI5 Ne

OI=f(1-8)

Does the organization obligateto act at individual level?

Yes


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MOBINGO DIAGNOZAVIMO MODELIO STRUKT ROGRAMA

Jolita Vveinhardt

SANTRAUKA

Straipsnyje aptariama modeliavimo specifika, pristatomi autor %s sudaryto modelio formavimo etapaiaptariant kiekvien ; detaliai. Pateikiamas mobingo kaip diskriminacijos darbuotoj : santykiuose gerinantorganizacij : klimat ; diagnozavimo modelis, kuris naudotinas mobingo rei 8kinio prevencijai ir intervencijai.Modelio esm % trys diagnozavimo etapai (organizacijos klimato b 1kl%s nustatymas; mobingo rei 8kinio .4valgos;vadybiniai mobingo intervencijos sprendimai), keturi laukai (vadovo valios lauka; darbuotoj : valios laukas;finansinis/ekonominis laukas; etinis/moralinis laukas), monitoringas ir gr .4tamasis ry 8ys.

REIK MINIAI # OD # IAI: darbuotojai, tarpusavio santykiai, diskriminacija, mobingas, mobingo diagnozavimas, priekabiavimas, mobingo diagnozavimo modelis.

The Structurogram of the Mobbing Diagnostic Model

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