The chief objective of an organization is to keep itself afloat in the face of vigorous and unrelenting competition. The second factor in the order of priority is people concerns. An organization succeeds or fails on the basis of its management, the age-old mechanism of getting work done through others. It is the people business that, if neglected, can spell disaster. Workplace violence is often perceived by management as a mere annoyance, just another workplace scourge like sexual harassment. Both certainly do qualify as workplace scourges worthy of management scrutiny, but workplace violence kills people and those who manage to survive it are never again the same.
Unfortunately, workplace violence usually does not get the required attention from the CEO. It is generally the human resources manager who is given instructions to deal with the problem. Many times this is done without any serious commitment from the CEO to see that the issue is thoroughly addressed. Precisely due to lack of emphasis from the top man, many CEOs have been forced to revisit the issue of workplace violence in the context of a costly and time-consuming lawsuit for negligence or wrongful death against the organization. Even in the midst of intense media coverage of workplace violence incidents, the leadership of many organizations still fail to act to address the problem.
The organization should review the following dimensions of its work site:
Management style
Organizational roles and responsibilities with regard to the workplace violence prevention program chicago jersey if one already exists. Management's attitude and involvement regarding employee assistance programs and employee training
Management's approach to performance evaluations,
Management's philosophy regarding teamwork does management set itself apart from the work force? To what extent to company policies treat all employees the same?
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