Organizations are constantly reinventing themselves and going through continuous organizational changes what, if mismanaged, can result in bullying. If bullying is mismanaged it can result in disfunctioning organizational processes. The main aim of this research is to develop theoretical framework on how to mitigate the risks of bullying invasion while creating organization‘s future under high uncertainty. The theoretical analysis of organization’s future creation and that of bullying in a context of high uncertainty is undertaken. It is revealed that to cope with the potential “side effects” of continuous strategic changes, organizations need to institutionalize bullying, ensure effective information sharing and communication.

It is emphasized that nepotism in the culture of business organizations is not less widespread than in public sector. In business organizations there is no steady opinion on whether nepotism is a purely negative phenomenon when forming organization’s staff, efforts to find pragmatic, beneficial aspects for business organizations are made. Attention is paid to ethical evaluation dichotomy. Subject of the research: nepotism evaluation dichotomy. Aim of the research: to analyze nepotism evaluation dichotomy from social and ethical aspects. Lithuania focuses on the problems of nepotism in the public sector to examine the intensity of the phenomenon often in conjunction with a historical-systematic heritage. Less attention has ethical and economic aspects of the phenomenon in the private sector. Nepotism comes from social relations that have naturally formed in different groups, group collective selfdefense mechanism that encourages defending and protecting the interests of its representatives. Tribal, family, local criteria in modern societies are supplemented by many other criteria that are based on indirect monetary benefit exchange that allow forming a rather closed clan. When evaluating in the public context, nepotism ethically can be considered as a certain social dysfunction, discrimination. Nepotism is characteristic to many socio-cultures, although it manifests itself differently depending on the traditions and civil, moral maturity of the society. For this reason ethical dichotomy of nepotism evaluation is selective. Social nature of the phenomenon influences ethical evaluation, positive treatment of the phenomenon in business sector promotes social tolerance to nepotism in the public sector. [...]

Intervention policy in organization cannot be limited to the attitude towards conflicts as a solution of local problems. Intervention mechanisms in organization serve as means of active prevention that do not allow new conflicts to arise in the future. Mobbing intervention conception is based on systemic attitude that embraces three levels: individual, organizational and social. On the level of individual mobbing interventions include such tactic means as coping strategies, conversation, help of experts and psychologists, training of self-confidence, stress management, services of mobbing consultants, lawyers, etc. The most effective strategy of intervention on the individual level that is orientated towards pre-conflict phase of employees’ relationships is individual training of social competence. On the organizational level the content of intervention is double – these are organizational means to solve arisen problems (such methods as training leadership, working group support method, care and observation of professional activity, mediation method, conflict regulation, consulting and training of organization, juridical assistance, conciliation procedure, employment of discharged) and active actions of preventive content that ensure transparence among the employees of various links and clear out functions, responsibility, guarantee publicity and openness. Intervention content on the level of organization correlates with purposefully developed organization culture. On the social level problem institutionalization, training of tolerance, development of the values, which make the content of social responsibility and influence of social groups in organization on running processes become the basis of intervention. Social context formulates organizational behavior, leadership and culture standards. [...]

The paper analyses and compares the structure of the instruments used by foreign authors to diagnose mobbing, presents the research results and their interpretations. The description of psychological terror at workplaces, formulated by H. Leymann, which distinguishes five main criteria and 45 ways of terrorisation, is elaborated. Criteria and indicators comprising the instruments used to analyse negative employee relations are discussed. The level of exploration of the phenomenon of mobbing in Lithuania and mobbing diagnostics instruments used by Lithuanian researchers are overviewed.

The article deals with the consequences of mobbing which faces a victim on the individual and the organizational level. Individual consequences are expresed by a negative emotional state of the employee, bad psychological and physical health. On the organizational level mobbing becomes a factor which worsens organizational climate, influences the losses because of the increased level of sickness rate, rotation of employees, loyalty and the decrease of initiative. Mobbing destroyes relations among colleagues; individual and organizational consequences are closely connected and influence each other.

Straipsnyje analizuojama tik ta empirinio tyrimo rezultatų dalis, kuri atskleidžia mobingo ir patyčių, kaip psichosocialinio stresoriaus ir įmonių socialinės atsakomybės, ryšius. Pristatomas straipsnio autorių sukurtas mobingo ir patyčių prevencinis modelis siekiant įgyvendinti įmonių socialinę atsakomybę. Taip pat detalizuojamos praktinės rekomendacijos vadybiniam personalui, aptariamas jų įtraukimas į mokymo programas.

Western and the more so Lithuanian scientists do not provide precise data on the extent of financial and economic loss companies experience from mobbing activities. However, developed Western countries, such as Germany, Sweden, etc. calculate the loss of tens of billions of Euros. These losses include future pecuniary loss, expenses related to product quality, staff turnover, employee recruitment, training, disability, morbidity, judicial expenses and compensations. As promising professionals become mobbing victims, the amount of added investment, uncreated product and untapped potential should not be underestimated. In addition to financial losses incurred by the organisation, the moral losses, arising from reasonable public expectations, delegated to both private and public sector organisations, should also be noted. Mobbing also restricts the processes of organisational development, which we understand as organisational competences, the growing of creative powers of the members of the organisation. Furthermore, there are also social consequences which are transferred from an organisation to the society as a whole and the state – both moral and economic, related to the deterioration of the labour force, unemployment, health care, social security benefits. Economic consequences of mobbing and the calculation of the losses of harassment are discussed in the article. Discriminatory mobbing relations are relevant to a business organisation in the aspects of social responsibility and economic activity. The analysis of literature and the research show that mobbing in work environment is one of the sources of stress, which makes employees to waste time on dysfunctional relations, and because of specific long-term effects on the victim causes greater or lesser psychological and physical ailments.[...].