Case Incident 2 Bullying Bosses

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BULLYING BOSSES

I. Case Background
After a long weekend, Kara stared at her computer with a sick feeling in her stomach: Her boss had added her as a friend on Facebook. Kara did not feel particularly close to her boss, nor did she like the idea of mixing her social life with her work. Still, it was her boss as a Facebook friend. Little did she know her troubles were only beginning. Kara’s boss soon began using her online information to manipulate her work life. It began with inappropriate innuendos regarding Facebook photos. Eventually, Kara’s boss manipulate her work hours, confronted her both on and off Facebook, and repeatedly called Kara’s cell phone questioning her whereabouts. “ My boss was a gosipping, domineering, contriving megalomaniac, and her behavior dramatically intensified when she used Facebook to pry,” Kara said. Eventually, Kara was forced to quit. “I feel like I got freedom back and can breathe again,” she said.

II. Case Problem
1. Workplace bullying demonstrated a lack of which one of the three types of organizational justice? 2. What aspects of motivation might workplace bullying reduce? For example, are there likely to be effects on an employee’s self-efficacy? If so, what might those effects be? 3. If you were a victim of workplace bullying, what steps would you take to try to reduce its occurrence? What strategies would be most effective? Least effective? What would you do if one of your colleagues were a victim? 4. What factors do you believe contribute to workplace bullying? Are bullies a product of the situation, or do they have flawed personalities? What situations and what personality factors might contribute to the presence of bullies?

III. Review of Time Literature
1. Need theories, Maslow’s hierarchy, if motivation is driven by the existence of unsatisfied needs, then it is worthwhile for a manager to understand which needs are the more important for individual employees. In this regard, Abraham Maslow developed a model in which basic, low-level needs such as physiological requirements and safety must be satisfied before higher-level needs such as self-fulfillment are pursued. In this hierarchical model, when a need is mostly satisfied it no longer motivates and the next higher need takes its place. 2. Organizational Justice, An overall perception of what is fair in the workplace, composed of distributive, procedural, and interaction justice. Organizational justice consist of three part : Distributive justice, perceived fairness of the amount and all allocation of rewards among individual; Preocedural justice, the perceived fairness of the process used to determine the distribution of rewards; Interactional justice, the perceived degree to which an individual is treated with dignity, concern, and respect. 3. In his acquired-needs theory, David McClelland proposed that an individual's specific needs are acquired over time and are shaped by one's life experiences. Most of these needs can be classed as either achievement, affiliation, or power. A person's motivation and effectiveness in certain job functions are influenced by these three needs. McClelland's theory sometimes is referred to as the three need theory or as the learned needs theory. 4. Bullying is a form of abuse. It involves repeated acts over time attempting to create or enforce one person's (or group's) power over another person (or group), thus an "imbalance of power". The "imbalance of power" may be social power and/or physical power. The victim of bullying is sometimes referred to as a target. Bullying types of behavior are often rooted in a would-be bully's inability to empathize with those whom he or she would target.

IV. Problem Solving
1. Out of the three types of organizational justice, bullying most closely resembles interactional justice in which the individual’s perception of the degree to which he or she is treated with dignity, concern and respect. What one person may see as unfair another may see as...
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