Does one lousy worker or coworker make it difficult to perform
your job? Is your organization losing its best workers because
it chooses not to deal with its bad bosses?
The average workplace has its share of individuals who lie,
manipulate, threaten, harass, bully, or sabotage. This book
helps readers avoid reacting too emotionally or otherwise
inappropriately when dealing with these individuals.
With a seemingly endless supply of bad bosses, bad workers,
and bad jobs plus an absence of loyalty or commitment from
employers and employees and a continual off-shore migration
of America's jobs, today's supervisors and workers need more
than ever to develop survival skills to enhance their job
security and mental well-being.
All members of organizations need to be knowledgeable about
workplace violence and ready to act in advance so as to reduce
the threat of violent incidents. For the same reasons, students
and teachers in business, education, criminal justice, and
law enforcement also need to understand workplace violence.
Virtually everthing written on this topic comes from psychologists,
physicians, lawyers, and law enforcement personnel. What has
been lacking is a managerial view.
This book
fills that need. The managerial point of view is important
for even non-managers to understand because it is only through
managerial action and decisions that effective control and
prevention of workplace violence can occur. Those in consulting,
criminal justice, and law enforcement can achieve greater
results if they, too, approach workplace violence from a managerial
perspective.
