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Some Sociological, Legislative and Pedagogical Aspects of the Prevalence of Mobbing among Teachers in Primary School (Case Study)

100%

Goriup J. , Šoba V. A. , Purgaj T.

Acta Technologica Dubnicae

2012

tom 2

nr 1

1-16

The paper sets forth the discussion of the occurrence of mobbing in Slovene elementary school. The study is based on empirical facts collected at three different schools. There are some differences between organizations in occurrence, victims’ characteristics, the reasons and consequences of mobbing. The results of the empirical research of the psychosocial conditions in the analysed working places show that more and more teachers as employees are becoming mobbing victims. Mobbing is defined as a very strong social stress factor. Each individual or social group experiences mobbing at work as a conflict situation and communication. An attacked individual as a victim of the conflict is exposed to permanent and long-term attacks by one or more people at work. The intention of these attacks is to oust the individual from the organization or to harm him/her in other ways. A lot of pressure is being imposed on the person and also intimidation, humiliation, molestation or other negative influences appear. Because of the psychic burden the victim usually becomes ill and often leaves the working position. Mobbing can affect the individual in a way that s/he is no longer capable of fitting into any new working environment. The most frequent consequences named by the victims are: stress, insomnia, concentration problems and family problems.

Internal Conflict Resolution between Employees: Methods Applied in Companies in the Czech Republic

100%

Radka L.

Littera Scripta

2018

nr 1

93-101

Project management is an integral part of the life of companies. It helps them to manage projects of different sizes, scopes and financial value irrespective of whether it concerns new products, services, the implementation of new company IT systems, internal processes, etc. Regardless of the project circumstances, there is always a project team, with members drawn from various backgrounds–professional experience, seniority, work ethic, age, and usually gender. However, differences among team members can cause friction. An important factor for success is good, healthy communication, which may include conflicts. Within this context, the project manager, among others, should be a very good conflict solver, or even a trained mediator who can lead constructive conversations. These conversations should enable team members to express their different opinions with the aim of achieving the best possible result, i.e. the prevention of unnecessary conflicts, the minimisation of bad ones, and the reduction of time lost to them. The research presented in this paper shows that managers spend up to 30% of their time managing conflicts, in other words, not doing their job, as is the case for the employees involved in a conflict. As a result, companies suffer from lower productivity and spend money on conflict management activities that in many cases are avoidable.