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MobbingCauses, Consequences, and Solutions$
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Maureen Duffy and Len Sperry

Print publication date: 2012

Print ISBN-13: 9780195380019

Published to Oxford Scholarship Online: May 2012

DOI: 10.1093/acprof:oso/9780195380019.001.0001

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Organizational Dynamics

Organizational Dynamics

Chapter:
(p.77) 5 Organizational Dynamics
Source:
Mobbing
Author(s):

Maureen Duffy

Len Sperry

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780195380019.003.0005

This chapter is the first of three addressing how mobbing develops and its causes. In this chapter, four different theoretical models arising from multiple disciplines are analyzed for their contributions to the understanding of how mobbing and organizational abusiveness develop. Discussed are the conflict model, drawing from sociology; the cybernetic model, drawing from systems theory; the communications flow model, drawing from communications theory; and the antecedents, behavior, consequences (A-B-C) model, drawing from psychology. Additionally, the organizational dynamics of strategy, structure, culture, leadership, members, and the external environment and their interrelatedness are proposed as a means for obtaining a cross-sectional view of an organization to assess its mobbing-proneness.

Keywords:   organizational dynamics, conflict model, cybernetic model, communications flow model, A-B-C model, strategy, structure, leadership, members, external environment, mobbing-proneness

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