Workplace Mobbing

Mobbing odnosno zlostavljanje na radnome mjestu predstavlja neprijateljsku i neetičnu komunikaciju, koja je sustavno usmjerena od jednoga ili više pojedinaca prema, uglavnom, jednom pojedincu, koji je zbog mobbinga gurnut u poziciju u kojoj je bespomoćan ili se ne može obraniti te držan u njoj s pomoću stalnih zlostavljačkih (mobinških) aktivnosti. U članku je obrađeno nekoliko bitnih značajki zlostavljanja: ponašanja karakteristična za zlostavljača, organizacijski uzroci pojave, konflikt u poduzeću kao njegov povod, žrtva, izvanorganizacijski čimbenici njegova razvoja te posljedice zlostavljanja. Suvremeni poslovni svijet je kompleksan, dinamičan i promjenljiv te zahtijeva sve veću umješnost i sposobnost prilagodbe. Sukobi su dakako neizbježan dio svake organizacije, ali ih je menadžment dužan pravodobno prepoznati i njima upravljati radi sprječavanja štetnih posljedica za produktivnost i troškove poduzeća, radi zaštite zaposlenika te suzbijanja psihičkih i tjelesnih poremećaja koji nastaju psihičkim nasiljem i iskrivljenim oblikom ponašanja kakav je mobbing. On je problem suvremenog društva, nov i u nas nedostatno istražen oblik kršenja ljudskih prava. Zbiva se uglavnom na psihološkoj razini, negativno utječe na zdravlje i život, kvalitetu rada, proizvodnju i pružanje usluga, produktivnost i profitabilnost te značajno utječe na ekonomske gubitke u zajednici. Zlostavljanje na radnome mjestu treba rješavati multidisciplinarno: inicirajući zajedničke aktivnosti zaposlenika i uprave, uključujući medicinske stručnjake, pravnike, pa i društvenu zajednicu u cjelini. Što se u organizaciji više teži izvrsnosti koja se temelji na povjerenju i radnoj etici, to je veća vjerojatnost njegovog sprječavanja i rješavanja.Workplace mobbing is a hostile and unethical communication, systematically aimed from one or more individuals towards mostly one individual, who are forced into a helpless position and are held in it by constant bullying. This article describes some of the most important characteristics of mobbing: offensive behaviour, organizational and non-organizational causes of this behaviour, the victim, and the consequences. Modern business environment is complex, dynamic, volatile, and requires better ability to adjust. Constant changes are a part of organizational reality, but they also produce an ideal environment for all kinds of conflicts. Conflicts are inevitable in every organization, but the task of its management is to identify them and resolve before they affect the workforce, productivity, and costs. The idea is to avert psychological abuse and aberrant behaviour such as mobbing that may cause physical and mental disorders. Mobbing is a problem of the modern society; as a violation of human rights it is relatively new and unrecognised in Croatia. Abuse is mostly psychological; it affects the victim’s health and life, quality of work, productivity, profitability, and may lead to significant economic losses in the community. Mobbing can be averted by joint forces that would involve employees and management, medical and legal professionals, and even community as a whole. The more an organization pursues excellence based on trust and business ethics, the higher the probability that mobbing will be averted or stopped

BMQ

BMQ: Boston Medical Quarterly was published from 1950-1966 by the Boston University School of Medicine and the Massachusetts Memorial Hospitals

Child and family experiences with inborn errors of metabolism: a qualitative interview study with representatives of patient groups

© 2015, The Author(s). Background: Patient-centered health care for children with inborn errors of metabolism (IEM) and their families is important and requires an understanding of patient experiences, needs, and priorities. IEM-specific patient groups have emerged as important voices within these rare disease communities and are uniquely positioned to contribute to this understanding. We conducted qualitative interviews with IEM patient group representatives to increase understanding of patient and family experiences, needs, and priorities and inform patient-centered research and care. Methods: We developed a sampling frame of patient groups representing IEM disease communities from Canada, the United States, and United Kingdom. With consent, we interviewed participants to explore their views on experiences, needs, and outcomes that are most important to children with IEM and their families. We analyzed the data using a qualitative descriptive approach to identify key themes and sub-themes. Results: We interviewed 18 organizational representatives between February 28 and September 17, 2014, representing 16 IEMs and/or disease categories. Twelve participants voluntarily self-identified as parents and/or were themselves patients. Three key themes emerged from the coded data: managing the uncertainty associated with raising and caring for a child with a rare disease; challenges associated with the affected child’s life transitions, and; the collective struggle for improved outcomes and interventions that rare disease communities navigate. Conclusion: Health care providers can support children with IEM and their families by acknowledging and reducing uncertainty, supporting families through children’s life transitions, and contributing to rare disease communities’ progress toward improved interventions, experiences, and outcomes.The study was partially funded by the Rare Disease Foundation (RDF). In-kind support was provided by the Canadian Inherited Metabolic Diseases Research Network (CIMDRN) which is funded by the Canadian Institutes of Health Research (CIHR, grant TR3-119197) and administered by the University of Ottawa

The Future of Management Education

The rapid change in the global ecosystem, the emergence of breakthrough technologies dictates the need for dramatic rethinking of traditional approaches to the management of companies, of the economy and of specific processes. Requirements are changing to managers and leaders, their personal qualities, their level of understanding of, and ability to use, both the emerging new technological capabilities and the expanded “soft power” tools.