20.500.12556/DKUM-11641 VLOGA MANAGEMENTA PRI PREPREČEVANJU MOBBINGA V PODJETJU MANAGEMENT ROLE AT PREVENTING MOBBING IN THE COMPANY Konflikti so stalen del našega življenja in dela. Velikokrat nastanejo kot nesporazum v eni osebi, še večkrat pa med dvema ali več posamezniki ali med skupinami. Vzrokov za konflikt je navadno več, ki se med seboj prepletajo in je dobro da jih poznamo, saj lahko le tako pravilno ravnamo. Kadar se konflikt ne odpravi in se prične širiti ter traja dlje časa, lahko to privede do mobbinga. Mobbing lahko z drugimi besedami poimenujemo psihoteror na delovnem mestu. Pri tem je napadena oseba šibkejša in je sistematično od ene ali več oseb, večkrat ali v daljšem časovnem obdobju, direktno ali indirektno napadena s ciljem, s katerim jo storilci izločijo iz skupine in delovnega razmerja. Leymann je definiral 45 mobbing dejanj, ki jih je razdelil v pet skupin. Ena izmed najpogostejših posledic mobbinga je tudi absentizem. Posledic pa ne občuti samo žrtev, temveč tudi sodelavci ter celotno podjetje, kar ima izrazito negativen finančni rezultat. Zatiskanje oči pred mobbingom je izredno škodljiv pojav, zato je nujno, da se v reševanje ter odpravo tega problema vključi management konfliktov. Z rešitvijo ter preprečevanjem konfliktov se bo iz podjetja odpravil tudi mobbing. Najprej je potrebno izpolniti vse pogoje, potrebne za konstruktivno reševanje konfliktov, ki so vzrok mobbinga ter nato slediti korakom reševanja mobbinga z uporabo managementa konfliktov. Vsako podjetje lahko izvaja ukrepe, s katerimi je možno odpraviti ter preprečevati mobbing, veliko pa bi pripomogla tudi sprememba zakonodaje, ki bi v kazenski zakonik kot kazniva dejanja vključila mobbing ravnanja. Z analizo odgovorov zaposlenih v nekaterih slovenskih podjetjih na anketni vprašalnik, smo prišli do ugotovitev, da je mobbing v podjetjih, kjer so anketiranci zaposleni, prisoten. Conflicts are constantly present in our life and work. Often they occur as a misunderstanding in one person, more often, between two or more individuals or between groups. Usually there are more interweaved causes for a conflict and because of that it is very good to know them, since this is the only way to handle properly. Mobbing can arise, if the conflict is not eliminated and starts to spread and to last longer. In other words, mobbing can be named as psycho-terror in the workplace. Here is the attacked party weaker and systematically from one or more persons, repeatedly or in a longer period of time, directly or indirectly attacked with one specific goal – to be excluded from the group and the employment by perpetrators. Leymann had defined 45 mobbing actions and divided them into five groups. One of the most common consequences of mobbing is also absenteeism. It is not only the victim, who feels the consequences but also the staff and the entire company. All this has a significantly negative financial result. Closing your eyes to a fact of mobbing is extremely harmful phenomenon. Therefore it is necessary to include conflict management when resolving and preventing mobbing. With the solution and conflict prevention also mobbing will be eliminated from the company. First, it is necessary to meet all the conditions necessary for constructive conflict resolution, which are causing mobbing. Then it is necessary to follow the steps of resolving mobbing through the use of conflict management. Any company can implement the measures by which it is possible to eliminate and prevent mobbing. Also legislation amendment would contribute, if mobbing behaviour would be included in the penal code as criminal offences. By analyzing the answers of some Slovenian company’s employees in the survey questionnaire, we came to the conclusion that mobbing is present in companies, where respondents are employed. konflikt mobbing absentizem management konfliktov reševanje konfliktov reševanje mobbinga conflict mobbing absenteeism conflict management conflict resolution mobbing resolution true true false [B. Pavše] Slovenski jezik Angleški jezik Diplomsko delo 2009-09-08 07:58:29 2010-01-25 11:51:49 2022-04-12 00:03:16 2022-04-18 03:21:21 2009 0 Maribor 0 0000-00-00 NiDoloceno NiDoloceno NiDoloceno 0000-00-00 0000-00-00 0000-00-00 331.1 10099996 URN:SI:UM:DK:DEVOEGIR UNI_Pavse_Bojana_2009.pdf UNI_Pavse_Bojana_2009.pdf 1 D21A4C28A7E086F96F34127E4E3D4476 d5dfb81c2b310901b44f3c6c84e7d45c1ce53b647f08907cfc65969b727a119c 2e6b48ed-7c03-11eb-bb7a-00155d0001ca 20.500.12556/dkum/a7a0bfad-7c81-4d75-a0cc-e290e1df4482 https://dk.um.si/Dokument.php?lang=slv&id=10462 Ekonomsko-poslovna fakulteta 0 0 0