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. [...]

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.[...].