The Model of Managerial Intervention Decisions of Mobbing as Discrimination in Employees‘ Relations in Seeking to Improve Organization Climate


  • Pranas Zukauskas Vytautas Magnus University
  • Jolita Vveinhardt Vytautas Magnus University


interpersonal relations, discrimination, mobbing, organization climate, intervention, managerial decisions, model.


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.

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