Final Group Project: General Electric Company (GE)

Final Group Project: General Electric Company (GE) Rymario Armstrong, Dane Dougherty, Shelby Jarrard, Eunice Kerekang GB502 December 7th, 2021

Final Group Project: General Electric Company (GE) Rymario Armstrong, Dane Dougherty, Shelby Jarrard, Eunice Kerekang GB502 December 7th, 2021 Executive Summary (Anyone) Table of Contents (Anyone) Introduction (Shelby) Equity Sharing (Eunice) · Assess the subsidiary’s initiation of joint ventures with nationals. If joint ventures do not exist, provide full details of the subsidiary’s devised successful strategy in the host country. · Provide documented evidence to support your assessment. Participative Management (Shelby) · Assess how the subsidiary is actively involving nationals, including those in labor organizations or government, in the management of the subsidiary. · Provide documented evidence to support your assessment. For instance, report the number of nationals who are involved in middle or upper management of the subsidiary, and the advantages of such a leadership strategy. Development Assistance (Rymario) · Assess how active the subsidiary is involved in infrastructure development. For example, foreign-exchange generation, local sourcing of materials or parts, management training, technology transfer, securing external debt, etc. Managing Terrorism Risk (Dane) · No longer is the threat of terrorism confined to foreign lands. Present techniques that the subsidiary has developed to manage the risk of terrorism. · Present strategies the subsidiary has adopted to develop a certain image through charitable contributions to the local community. · Assess measures that the subsidiary has taken to minimize publicity in host countries; maintain a low profile; putt together teams to monitor patterns of terrorism around the world; and increase security measures abroad and at home. Conclusion and recommendations (Rymario) · Draw fully documented conclusions and/or recommendations of your final project. · Show the advantages and limitations, if any, for the means of adaptation you discussed in this project References (Please put in alphabetical order when adding to document to make it easier on the editor) HELP ME PLEASE, I’M BEING BULLIED DR. STELLA MARIE ROSTKOWSKI UNION COLLEGE AGENDA Discuss Workplace Bullying Discuss Why Workplace Bullying Occurs Discuss Hierarchal Bullying Discuss Lateral Bullying Discuss Psychological Effects of being Bullied ABSTRACT Workplace bullying is not a new concept, but rather one that has been kept quiet in the workplace and serves as a way to cause “severe social, psychological, and psychosomatic problems†(Einarsen, Hoel, Zapf, & Cooper, 2011, p.4) for the person being targeted. Research showed that the implied, intended outcome was to eliminate the injured employee from the workplace through whatever means possible (Einarsen, Hoel, & Notelaers, 2009; Sloan et al., 2010; Rugulies, 2012), which included both physical and mental harassment (Devonish, 2013; Glasà¸, Vie, Holmadal, & Einarsen, 2011) of the person being targeted, social exclusion (Appelbaum, Semerjian, & Mohan, 2012; Fevre et al., 2013), and “verbal abuse, accusations, and public humiliation†(Hauge, Skogstad, & Einarsen, 2010, p. 427). BULLYING Research revealed that workplace bullying is not a new concept, but rather one that has been kept quiet in the workplace and serves as a way to cause “severe social, psychological, and psychosomatic problems†(Einarsen, Hoel, Zapf, & Cooper, 2011, p.4) for the person being targeted. Research showed that the implied, intended outcome was to eliminate the injured employee from the workplace through whatever means possible (Einarsen, Hoel, & Notelaers, 2009; Sloan et al., 2010; Rugulies, 2012), which included both physical and mental harassment (Devonish, 2013; Glasà¸, Vie, Holmadal, & Einarsen, 2011) of the person being targeted, social exclusion (Appelbaum, Semerjian, & Mohan, 2012; Fevre et al., 2013), and “verbal abuse, accusations, and public humiliation†(Hauge, Skogstad, & Einarsen, 2010, p. 427). Research showed if the employee being targeted did not conform to what was deemed the acceptable “social order†(Murray, 2013, p. 112) within the organization, bullying efforts were increased to the extent that the employee being targeted experienced severe mental stress and anguish (Bailien, De Cuyper, & De Witte, 2011; Dae-seok, Gold, & Kim, 2012; Rodriguez-Munoz, Baillien, De-Witte, Moreno-Jimenez, & Pastor, 2009; Nielsen, Hetland, Matthiesen, & Einarsen, 2012; Selenko, & Batinic, 2013), “moral stress†(Murray, 2013, p. 113), increased sick days (O’Reilly & Aquino, 2011), loss of job satisfaction and security (Finne, Knardalh, & Lau, 2011; Houshmand, O’Reilly, Robinson, & Wolff, 2012; McCormack, Casimir, Djurkovic, & Yang, 2009; O’Reilly & Aquino, 2011), and they eventually left the workplace (Berthelsen, Skogstad, Lau, & Einarsen, 2011; D’Cruz & Noronha, 2010; Hogh, Hoel, & Carneiro, 2011). HIERARCHAL BULLYING Hierarchal bullying is an “abuse of power†(Schumann, Craig, & Rosu, 2014, p.846), which is directly aimed at forcing the employer’s will onto the employee by getting the employee to submit to what the employer wanted through psychological mind control and manipulation (D’Cruz & Noronha, 2010; De Cuyper, Baillien, & De Witte, 2009; Einarsen et al., 2009; Einarsen et al., 2011; Finne et al., 2011; Schumann et al., 2014). Hierarchal bullying “encapsulates a series of systematically negative acts that derive into social, psychological, and psychosomatic problems for the victim†(Montes, Muniz, Leal- Rodrguez, & Leal-Millan, 2014, p.2659). Research showed that employer bullying starts with the first bullying action of public and private humiliation (Finne et al., 2011; Gumbus & Lyons, 2011; Hauge et al., 2010). Once the employer had successfully humiliated the employee, efforts were increased to sabotage the employee’s work and discredit the employee with co-workers (Hoefsmit et al., 2013; Hogh et al., 2011; Idris et al., 2014; Law et al., 2011). Employees who are bullied at work by their managers are often isolated, because other employees fear the same reprimand or fate from management and engage in the bullying efforts in order to avoid being victimized as well (Hoefsmit et al., 2013; Hogh et al., 2011; Idris et al., 2014). According to the Workplace Bullying Institute (2014), hierarchal bullying exists and thrives in the workplace because of fear: Fear of being the next target; fear of not helping correctly and botching it; fear of being the only one from a group to act; fear of retaliation by the bully; fear of loss of one’s job and income. Thus, for coworkers as well as targets themselves, the workplace becomes a fear-plagued environment. (para.7). EFFECTS OF HIERARCHAL BULLYING Bullied employee to experience a chain reaction of social, psychological, and psychosomatic symptoms and events in their professional and personal lives (Bartlett & Bartlett, 2011; Glasà¸, Nielsen, Einarsen, Haugland, & Mattheisen, 2009b; Hauge et al., 2010; Nixon et al., 2011; Tuckey, Dollard, Hosking, & Wienfield, 2009); Bullied employees feel that the employer-employee work ethic was broken (Nixon et al., 2011; Roscigno et al., 2009; Samnani & Singh, 2012); Bullied employees experience high amounts of stress that affects them physically and psychologically. Grinding teeth; Excessive trips to the bathroom; Irritable Bowl Syndrome; Anxiety; Depression Dependency on drugs and alcohol & Post Traumatic Stress Disorder (PTSD); Employees who were bullied by their managers have a hard time socially trusting co-workers and colleagues in other positions (Bartlett & Bartlett, 2011; Glasà¸, Nielsen, & Einarsen, Haugland, & Mattheisen 2009; Hauge et al., 2010; Tuckey et al., 2009). LATERAL BULLYING Research showed that work provides social structure, and there is a strong need to be socially accepted at work. Kirsh et al. (2012) and Kronstrom et al. (2011) argued that the importance of human interaction and social organizational acceptance in the workplace has a direct link on employees’ mental and physical health. The social realm is where the bullies begin their attack. It is important to note that the bully will focus their attack on the bullied employees weakness. This provides credibility to the bully’s claims. Examples of attacks; Rumors; & Gossiping. Once people begin to believe the bullies rumors and gossip, the bully moves to the next phase of their bullying where they cause psychological discord for the bullied employee. The intent of causing psychological discord is to force the bullied employee to focus their attention on the external environment and not their work. After this becomes the social normal for the bullied employee the bully now has proof positive that the injured employee is not doing their job effectively and is concentrating their efforts on other things. This evidence can be taken to the manager, and the bullied employee is questioned about their work habits and productivity. The injured employee now feels that they have to prove they are performing at work in a professional manner. The injured employee begins working more hours, regardless of their injury flaring up. PSYCHOLOGICAL EFFECTS OF BEING BULLIED AT WOK Injured employees remember what their lives were like before their injury and feel a sense of loss (Pransky et al., 2012; Spielberger & Reheiser, 2009); Injured employees blame themselves for being injured.; Injured employees experience, Anxiety; Depression The effects of continuous bullying in the workplace by both the employer and the co-workers causes the injured employee to be confused because they do not understand why they are being bullied (Glasภet al., 2009; Spielberger & Reheiser, 2009). The bully continues this pattern until the employee is completely discredited in the eyes of their employer and the smallest of rumors and gossip sends the employee with CTS into panic attacks and “evolutionarily adaptive forms of action†(Vie et al., 2012, p.167), such as the flee or fight response. CLOSING Workplace bullying is not a new concept, but rather one that has been kept quiet in the workplace and serves as a way to cause “severe social, psychological, and psychosomatic problems†(Einarsen, Hoel, Zapf, & Cooper, 2011, p.4) for the person being bullied. Through an abuse of power, employers create toxic work environments where bullied employees co-workers are threatened with being bullied and job loss if they do not participate in the bullying. Research showed that workplace bullying occurs in phases and in each phase the bullying efforts are increased, psychologically and socially with the intent of causing the bullied employee to experience extreme instances of psychological and sociological discomfit and stress that manifest itself physically and psychologically through illness, depression, anxiety, and and “evolutionarily adaptive forms of action†(Vie et al., 2012, p.167), such as the flee or fight response. QUESTIONS????? REFERENCES Appelbaum, S. H., Semerjian, G., & Mohan, K. (2012). Workplace bullying: Consequences, causes and controls (Part 1). Industrial and Commercial Training, 44, . doi:10.1108/ Baillien, E., De Cuyper, N., & De Witte, H. (2011). Job autonomy and workload as antecedents of workplace bullying: A two-wave test of Karasek's Job Demand Control Model for targets and perpetrators. Journal of Occupational and Organizational Psychology, 84, 191–208. doi:10.1348/x508371 Bartlett, J. E., & Bartlett, M. E. (2011). Workplace bullying: An integrative literature review. Advances in Developing Human Resources, 13, 69-84. doi:10.1177/ Berthelsen, M., Skogstad, A., Lau, B, & Einarsen, S. (2011). Do they stay or do they go? International Journal of Manpower, 32(2), . doi:10.1108/ REFERENCES CONTINUED Dae-seok, K., Gold, J., & Kim, D. (2012). Responses to job insecurity. Career Development International, 17(4), . doi:10.1108/ D'Cruz, P., & Noronha, E. (2010). The exit coping response to workplace bullying. Employee Relations, 32, . doi:10.1108/ Devonish, D. (2013). Workplace bullying, employee performance and behaviors: The mediating role of psychological well-being. Employee Relations, 35, . doi:10.1108/ER- Einarsen, S., Hoel, H., Zapf, D., & Cooper, C. L. (2011). Bullying and harassment in the workplace. Boca Raton, FL: Taylor & Francis Group. REFERENCES CONTINUED Fevre, R., Robinson, A., Lewis, D., & Jones, T. (2013). The ill-treatment of employees with disabilities in British workplaces. Work, Employment and Society, 27, . doi:10.1177/ Finne, L. B., Knardahl, S., & Lau, B. (2011), Workplace bullying and mental distress: A prospective study of Norwegian employees. Scandinavian Journal Work Environmental Health, 37, . doi:10.5271/sjweh.3156 Glaso, L., Nielsen, M. B., Einarsen, S., Haugland, K., & Matthiesen, S. B. (2009b). Interpersonal problems among perpetrators and targets of workplace bullying. Journal of Applied Psychology, 39, 1,316-1,333. Glaso, L., Vie, T. L., Holmdal, G. R., & Einarsen, S. (2011). An application of affective events theory to workplace bullying: The role of emotions, trait anxiety, and trait anger. European Psychologist, 16, . doi:10.1027//a000026 REFERENCES CONTINUED Hauge, L. J., Skogstad, A., & Einarsen, S. (2010). The relative impact of workplace bullying as a social stressor at work. Scandinavian Journal of Psychology. 51, . doi:10.1111/j..2010.00813.x Hoefsmit, N., de Rijk, A., & Houkes, I. (2013). Work resumption at the price of distrust: A qualitative study on return to work legislation in the Netherlands. BMC Public Health. 13, . doi:10.1186/ Hogh, A., Hoel, H., & Carneiro, I. G. (2011) Bullying and employee turnover among healthcare workers: A three-wave prospective study. Journal of Nursing Management, 19, 742–751. doi:10.1111/j..2011.01264.x Idris, M. A., Dollard, M. F., & Yulita. (2014). Psychosocial safety climate, emotional demands, burnout, and depression: A longitudinal multilevel study in the Malaysian private sector. Journal Of Occupational Health Psychology, 19, . doi:10.1037/a REFERENCES CONTINUED Kirsh, B., Slack, T., & King, C. A. (2012). The nature and impact of stigma towards injured workers. Journal of Occupational Rehabilitation, 22, . doi:10.1007/s-z Kronstrom, K., Karlsson, H., Nabi, H., Oksanen, T., Salo, P., Sjosten, N., . . . Vahtera, J. (2011). Optimism and pessimism as predictors of work disability with a diagnosis of depression: A prospective cohort study of onset and recovery. Journal of Affective Disorders, 130, . McCormack, D., Casimir, G., Djurkovic, N., & Yang, L. (2009). Workplace bullying and intention to leave among schoolteachers in China: The mediating effect of affective commitment. Journal of Applied Social Psychology, 39, 2,106-2,127. doi:10.1111/j..2009.00518.x Murray, J. S. (2013). Moral distress: The face of workplace bullying. Narrative Inquiry in Bioethics, 3, . doi:10.1353/nib.2013.0044 Nielsen, M. B., & Einarsen, S. (2012). Outcomes of exposure to workplace bullying: A meta-analytic review. Work & Stress, 4, . doi:10.1080/.2012.734709 REFERENCES CONTINUED Nixon, A. E., Mazzola, J. J., Bauer, J., Krueger, J. R., & Spector, P. E. (2011). Can work make you sick? A meta-analysis of the relationships between job stressors and physical symptoms. Work & Stress, 25, 1-22. doi:10.1080/.2011.569175 O’Reilly, J., & Aquino, K. (2011). A model of third parties’ morally motivated responses to mistreatment in organizations. Academy of Management Review, 36, 526–543. doi:10.5465/amr.2011. Pransky, G