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Causes Of Bullying. To Examine The Extent Of The Employers Responsibility ...

Causes of bullying.

To examine the extent of the employers responsibility for stopping bullying, it is necessary to examine the causes of bullying. Olsen (2005) suggests several reasons including the personal need to maintain power over others; the personal need to control people, circumstances or situations; a predatory need to victimise or abuse others; wanting to have fun at someone else's expense; stress of pressure; the need to maintain a culture and teach or toughen up newcomers (rites of passage, initiation practices); a pathological need to appear superior to others or achieve success at another's expense (Olsen 2005, pp. 28). She also explains the two extremes of reasons behind bullying as being ‘situational' - due to a particular event or situation - and ‘chronic' - being within the nature of the bully under all situations (Olsen 2005). The situational bully may respond to being placed under pressure, experiencing personal problems, being threatened by others or having their own self esteem threatened by performing an isolated act of bullying. Olsen (2005) sees this as most common form of bullying and the easiest to manage, saying that these individuals will respond well to correction and training.

The UK National Workplace Bullying Advice Line (date not given) suggests specific psychological disorders that can account for chronic bullying. These include antisocial personality disorder, narcissistic personality disorder, paranoid personality disorder, borderline personality disorder and Munchausen's Syndrome. Olsen (2005) says that although chronic bullies are less common that situational bullies, they may have greater impact upon people and organisations and be far more difficult, if not impossible, to change (Olsen 2005, pp. 42).

Profit v non profit.

The not for profit organisations are becoming increasing important forms of labour utilisation. Drucker tells us that in the USA, the not for profit sector is the largest employer with over 80 million people working as volunteers (Drucker 2001).

Drucker also tells us that the non profit organization exists to bring about a change in individuals and in society rather than being driven by an end product or service motive (Drucker 1990, pp. 1). Drucker wrote extensively on the subject of not for profit organisations and how they initially failed to embrace the practices of for profit businesses in areas such as management, marketing and planning, seeing them as the domain of ‘businesses‘, something they did not want to be associated with. He feels that more recently, the not for profit sector had begun to adopt these skill areas and that there is a 'management boom' going on among the non-profit institutions, large and small (Drucker 1990, pp. xv).

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