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Bullying at Work Place

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promotion) for the bully." (Field, 1999)
The employees and the managers undertake bullying in order to hide their inefficiency in managing the inadequacy of the tasks performed by the subordinates and team members. The higher the person bullies the higher the level of inadequacy he shows at his workplace. In today’s a management era when the business missions are comprise of short term goals with a short time span to be achieved in, the work pressure, time constraints and the surge to show high level performance leads to more frustration in case of failure to achieve any of the above mentioned factors.
The purpose of bullying is to hide inadequacy. Bullying has nothing to do with managing etc. good managers manage, bad managers bully. Management is managing. bullying is not managing. Therefore, anyone who chooses to bully is admitting their inadequacy, and the extent to which a person bullies is a measure of their inadequacy. Bullies project their inadequacy on to others.
The global political changes have transformed the simple role of those who are leading. Instead of one workforce, one way of working one culture, one set of best practices, one leader there are now issues of alignment, of accommodation of differences, of management of diversity, and of synchronisation, in order to present a global view to both internal and external circumstances. In addition, there are different sets of expectations to be managed.
Leadership is
Leadership is an important aspect of managing. (Kotler, 1990) As the part of this paper will show what qualities a leader (man/ woman) should posses in order to lead effectively. Managers must exercise all the function of their role in order to combine human and material resources to achieve objectives. The key to doing this is the existence of a clear role and a degree of discretion or authority to support manager’s actions. The essence of leadership is follower ship. (Haller &amp. Til, 1982)
In other words, it is the willingness of people to follow that makes a person a leader. Moreover, people tend to follow those whom they see as providing a means of achieving their own desires, wants, and needs.
Leadership and motivation are closely interconnected. By understanding motivation, one can appreciate better what people want and why they act as they do. Women leaders may not only respond to subordinates, motivations but also arouse or dampen them by means of the organisational climate they develop. Both these factors are as important to leadership as they are to manager ship. The motivation given by the leadership makes the followers to depict certain behavioural attitudes. These values transformed by the leader in his/ her followers are different in men and women. Valian has presented them as gender schemas. According to Valian (1999) the gender schemas are the stereotypes and bases learned in childhood.
The gender schema for men includes "being capable of independent, autonomous actionassertive, instrumental, and task-oriented" (Valian, 1999). For women, the schema is different and includes "being nurturant, expressive, communal, and concerned about others" (Valian, 1999).
Both men and women express their personality trials according to the above schema. The organisational trials and values are designed in accordance with the male schema. That’s why the