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首页> 外文期刊>Engineering Economics >The Model of Managerial Intervention Decisions of Mobbing as Discrimination in Employees' Relations in Seeking to Improve Organization Climate
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The Model of Managerial Intervention Decisions of Mobbing as Discrimination in Employees' Relations in Seeking to Improve Organization Climate

机译：员工关系中歧视提高组织气候歧视的管理干预决策模型

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The process of mobbing as discrimination in employees' relations, which touches organization climate, directly involves an organization manager, who faces a complex problem - to envisage mobbing within a conflict and as a participant he/she has to take efficient decisions. The article draws trajectories of improvement of managerial decisions, and organization climate; it discusses the structure of diagnostics dysfunctional relations of employees, prevention and intervention of conflicts. The article refers to the works of P. F. Drucker, H. A. Simon, J. F. Yates, K. Tafel-Viia, R. Alas, C. Seydl, B. Meschkutat, M, Stackelbeck, G. Lagengoff, A. Valackiene, P. Zakarevicius, P. Zukauskas, J. Vveinhardt and other works. As a brief review of the researches performed in Lithuania and abroad on mobbing, organization's commitment, a manager's role, the sequence of actions that should guarantee positive influence upon organization climate is presented. In emphasising the complexity of the phenomenon, it pointed out that attention is hardly paid to managerial decisions on conflicts' mobbing. In solving any problem it is very important to specifically diagnose, to formulate and to assess it. The model of managerial intervention decisions of mobbing as discrimination in employees' relations, designed by the authors of the article, presents certain, specific interrelated stages. The field of the first decision discloses the factor of information about dissemination of the phenomenon of mobbing, which separates into: understanding of the phenomenon by society, trade unions and their pressure; decisions of manager's will that involve understanding of the phenomenon and its interconnection to organization's activity. The field of the second decision reveals the importance of the solution of problems in human resource management, i.e. variety of workforce. It involves the policy of minorities that are understood at the level of every person with individual differences; of procedures of employment, involvement and discharge; of career, stimulation and reward; of internal communication, of competition; of conflict resolution; organization climate, culture development. In the field of the third decision two stages are distinguished. The first stage seeks to fix employees' claims; to operatively and objectively react to them as well as to evaluate the situation in question. Having performed the evaluation, in the second stage the rulebook, code of work ethics, as well as abilities of personnel to resolve conflicts are integrated. The article suggests the corrections of structural system of activity organization settled in Lithuania. According to J. F. Yates (1990), managers understand their responsibility in making good decisions, but only few of them perceive that a manager does not avoid a role of decision manager. P. F. Drucker states that organizations are more and more based on trust, though the trust does not mean that people like each other; thus it is necessary to absolutely take responsibility for interrelationship at work, and the responsibility for relations is the duty of the employees. The authors of the article follow the attitude that main responsibility for the expression of mobbing as discrimination in employees' relations goes to an organization's manager. The composed structure-gram helps organizations to envisage the process and character of intervention decisions of mobbing as discrimination in employees' relations. Thus, when solving the problem of mobbing as discrimination, responsibility of organization's employees and prevention of the phenomenon as well as development of intervention system.
机译：涉及雇员关系中的歧视过程，触及组织气候，直接涉及一个组织经理，他们面临着复杂的问题 - 设想在冲突中的虐待，并作为他/她必须提高有效决策的参与者。该文章借鉴了管理决策的改善和组织气候的轨迹;它讨论了诊断功能的员工功能失调关系，预防和冲击冲突。本文是指PF Drucker，Ha Simon，JF Yates的作品，K.Tafel-Viia，R.Alas，C.Seydl，B. Meschkutat，M，Stackelbeck，G. Lagengoff，A. Valachiene，P. Zakarevicius， P. Zukauskas，J.Vevehardt和其他作品。作为对在立陶宛和国外进行的研究中的研究，组织的承诺，经理的作用，应保证对组织气候的积极影响的行动序列。在强调现象的复杂性时，指出，注意力被关注对冲突的虐待。在解决任何问题时，特别是专门诊断，制定和评估它非常重要。由文章作者设计的雇员关系中偏离歧视的管理干预决策模型，呈现了某些特定的相互关联阶段。第一个决定的领域公开了关于传播虐待现象的信息的因素，其分开：对社会，工会及其压力的了解现象;经理的决定将涉及了解该现象及其与组织活动互连的互动。第二种决定的领域揭示了人力资源管理问题解决问题的重要性，即劳动力各种劳动力。它涉及少数群体的政策，这些政策在每个人的各个人的水平上理解;就业程序，参与和排放的程序;职业生涯，刺激和奖励;内部沟通，竞争;解决冲突;组织气候，文化发展。在第三个决定的领域，区分两个阶段。第一阶段旨在解决员工的索赔;可操作地和客观地对他们作出反应，并评估有问题的情况。在进行评估，在第二阶段规则本，劳动道德准则，以及解决冲突的人员的能力。本文介绍了在立陶宛定居的活动组织结构体系的修正。根据J.F. Yates（1990）的说法，管理者了解他们在做出良好决定方面的责任，但其中只有很少有人认为经理不会避免决策经理的作用。 P. F. Drucker表示，组织越来越基于信任，尽管信任并不意味着彼此喜欢的人;因此，有必要绝对对工作中相互关系负责，并且关系的责任是员工的责任。这篇文章的作者遵循态度对员工关系中的歧视表达遭到虐待的态度转向组织的经理。组成的结构 - 克有助于组织设想粮食署的干预决策的过程和性质作为员工关系中的歧视。因此，在解决偏离歧视的问题时，组织员工的责任以及预防现象以及干预制度的发展。

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