GROUP PROCESSES IN

ORGANISATION PROJECT

WORK PLACE BULLYING

Arjun T S MS16A009
Bhrigu Tak MS16A013
Hari Gautham MS16A017
Jagajeevan MS16A019
Vishnu Priya Vemulapalli MS16A057
Senthil Kumar MS16S015
Workplace bullyingis a persistent pattern of mistreatment from
others in the workplace that causes either physical or emotional
harm.

Systematic aggressive
communication

Result in
psychological
consequences for
targets and co-
manipulation of work workers, and cost
enormous monetary
damage to an
organizations bottom
line.

acts aimed at humiliating or degrading

one or more individual that create an
unhealthy and unprofessional power
imbalance between bully and target(s)
 WHY DO PEOPLE BULLY AT WORK???
Perpetrator Situational
Target Characteristics
Characteristics Characteristic
Perpetrators exhibit Targets tend to have One of the strongest
common, typically higher levels of trait predictors of
negative, personality anger and anxiety, workplace aggression
traits such as tend to have higher Stressful work
narcissism, trait levels of negative environments, job
anger, vengefulness, affectivity, and tend to insecurity, role
and trait anxiety. be more disagreeable stressors such as low
Perpetrators are also compared to non- job autonomy and
more likely to have a targets. high workload, role
history of being Targets of workplace conflict, role
targeted with bullying are both ambiguity, low
bullying. higher in cognitive autonomy, and high
own low self-esteem, ability and work constraints
lower core self- conscientiousness. Leadership style (less
evaluations, lower charismatic, more
organization-based abusive, less fair and
self-esteem supportive)
CONSEQUENCES OF WORKPLACE BULLYING
CONSEQUENCES OF WORKPLACE BULLYING
SIGNS OF WORKPLACE BULLYING
 THE SURVEY
Conducted a survey on work place bullying across
different demographics
15 standard questions covers different signs of
bullying.
Used 3 point scale :
No-1
Sometimes- 2
Regularly- 3
Found the average extent to which each
respondent is being bullied.
Average response to each signs of bullying was
also calculated
 AVERAGE BULLYING STATS
3.5

2.5

1.5

0.5

0
0 5 10 15 20 25 30 35 40 45
 COMMON SIGNS OF BULLYING
Found that some signs of bullying are more prevalent
at work place.
Not been given the praise for which the person is entitled
False rumours about the person
Been lied to
Neglecting persons idea
Prevented from expressing himself/herself

We analysed the responses to see if this is a generic

trend or it varies with gender
 THE QUESTIONNAIRE
Questions

1. Been excluded from work-related social gatherings?

2. Had others storm out of the work area when you entered?

3. Had others consistently arrive late for meetings that you called?

4. Been given the "silent treatment"?

5. Not been given the praise for which you felt entitled?

6. Had others refuse your requests for assistance?

7. Had others fail to deny false rumors about you?

8. Been yelled at or shouted at in a hostile manner?

9. Had others consistently fail to return your telephone calls or respond to your memos or e-
mail?

10. Been lied to?

11. Been subjected to derogatory name calling?

12. Been the target of rumors or gossip?

13. Had co-workers fail to defend your plans or ideas to others?

14. Been prevented from expressing yourself (for example, interrupted when speaking)?

15. Had someone flaunt his or her status or treat you in a condescending manner?
 COMMON SIGNS OF BULLYING
2.5

2
Average Score of Bullying

1.5

Male
0.5 Average
Female

0
0 2 4 6 8 10 12 14 16 18

Question Number
DOES GENDER OF LEADER PLAYS
ROLE IN BULLYING
 SURVEY RESULTS
98% of the respondents have experienced bullying in at
least one way or other

Five signs of bullying are more prevalent at work place

Surprisingly (or really not), the survey shows that

males are being victimised more than females

But, the five prevalent signs are common across gender

The gender of leader has little effect on bullying

HOW TO AVOID THIS...???
SUMMARY FROM THE CASE

Riya and Prashanth joined IFE Global Ltd, an

Engineering outsourcing and product development
company.

Started to work in a team of 10 members, headed

by manager, Reshma.

Reshma is a micro manager (task oriented

manager), provides tough deadlines, and request
for hourly updates from her teammates .

She is meticulous, organized, demanding and a

perfectionist as perceived by Riya initially.

Riya understood that nobody in her team is having

good relationship with Reshma. Riya initially
thought this is how boss-subordinate relationship
will be everywhere.
THE DIFFICULTIES IN MANAGING
UP

After 3 months, Riya finds the work exciting and learnt

new things everyday and her teammates were absolutely
affable and she loved the synergy of her team. Riyas
contribution is recognised by her team members, but not
by Reshma. Riya was just tired of Reshma.

Team was working on multiple projects simultaneously.

Demands of Reshma had been very high, especially for
Riya. Once during a team meeting, Riya was embarrassed
by Reshma.

Once, when the team took a challenging new project,

Riya worked very hard for its completion including long
work hours and also working during weekends. Reshma
didnt bother to acknowledge Riyas efforts.

However, when the client had complained on some issues

with the project, Reshma has blamed Riya and held her
completely responsible for the reported issue.
THE MAINSTREAM BULLYING

Riya as an outgoing person, had good rapport with

other teams. She joined a HR initiatives for employee
engagement in which she contributed with creative
ideas for celebrations and fun filled activities.
Reshma once commented, Be more creative in your
project than in your other activities

Whenever such celebrations or fun activities happen,

Riya was given extra work so that she couldnt
participate. Riya was sick and tired of her boss!

When a team member was on long leave, their work

were loaded for Riya. Riya started to feel anxious
and nauseated to go to office to face Reshma

Friends of Riya advised her many times to complain

about Reshmas attitude.
THE DILEMMA

Riya once attended a CSR activity in an orphanage where she met

one of her admin Head, Shekhar. Shekhar and Riya had many
common interests and Riya found a good mentor in him.

One day, Shekhar dropped at Riyas cubicle and had an informal

chat about his daughters education. Further to this incident, Riya
noticed that Reshma was being careful with her words around her.

Two days later, Riya was given a Project Champion position in a

new project to her surprise as there were many seniors working in
her team. Riya felt embarrassed asking her seniors to report to
her about the module update.

Finally it was time for Riya to quit her job to go for higher
education. Riya felt very much relived that she could escape from
the pressures of Reshma. Reshma gave harsh treatment during
Riyas last few days at the office.

A week before the reliving, Reshma told Riya, Dont go around

saying unnecessary things to the HR while leaving!. She meant
the exit interview!

What to tell in the exit interview ponders Riya!

WHAT SHOULD RIYA DO...?
WHAT WOULD YOU DO HAD YOU BEEN IN HER
SHOES?
Riya should complain about Reshma more
seriously to the HR, citing all the incidents.
She should approach Reshma and let her know
too how her behaviour had been distressing.
Other ways in which such situations could be
avoided are:
One can send a formal email to the perpetrator
stating how his/her acts and attitude is affecting
the mental health and performance level.
One can escalate the issue to the higher
management with other teammates support.
Assertive communication can be used.

Positive politics can be used.

CONCLUSION
Awareness about workplace bullying, how it can affect the
organization and workplace environment has to raised.
People should be provided with ideas and skills to deal with
such stressors and regulate their emotions.
Organizations should foster a positive culture and eliminate
situational factors that pro-mote workplace aggression,
such as work overload, role ambiguity, and workplace in-
justice.
Clear policies and standards for acceptable behaviour
should be set and communicated within organizations, with
clear procedures for reporting of and dealing with incidents.
Offering counselling or debriefing for targets (and even
perpetrators) of bullying can be helpful, but such
interventions must focus on adaptive coping to avoid
trapping targets in negative, ruminative thinking cycles.
REFERNCES
Society For Industrial and Organizational
Psychology: White Paper Series Workplace
Bullying: Causes, Consequences and Intervention
Strategies
https://
www.forbes.com/2008/03/22/health-bullying-office
-forbeslife-cx_avd_0324health.html
https://
www.humanrights.gov.au/workplace-bullying-viol
ence-harassment-and-bullying-fact-sheet
http://
www.hrinasia.com/employee-relations/top-5-tips-t
 Any
Queries...???
Thank
You...!