Careless conversations, costly mistakes: Coercive managers and organizations in the litigious spotlight

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dc.contributor.author Kouzmin, A
dc.contributor.author Hase, S
dc.contributor.author Sankaran, S
dc.date.accessioned 2009-08-20T13:02:03Z
dc.date.issued 2006-01
dc.identifier.citation International Journal of Knowledge Culture and Change Management, 2006, 5 (1), pp. 95 - 102
dc.identifier.issn 1447-9524
dc.identifier.other C1UNSUBMIT en_US
dc.identifier.uri http://hdl.handle.net/10453/1028
dc.description.abstract Despite what we know about the psychology of human behaviour at work and communication, careless conversations on the part of managers to each other and to other employees have an enormous human resource cost to organisations and, emotionally, to those involved. This paper is based on a number of case studies in which careless conversations by managers have led to: workers compensation claims; sick leave; prolongation of workers compensation and sick leave; staff turnover; organisational ineffectiveness; low morale; and mental and physical illness. These case studies have unearthed several manifestations of careless conversations. These include: inappropriate emotional responses on the part of managers; a failure to recognise the impact of punishment for what are relatively minor breaches of policy on hard working employees; covert punishment; lack of recognition for hard work; job insecurity; favouritism; unresolved conflict; inability to deal with people in distress; ignoring the prompt resolution of work problems; workers compensation paralysis; ignoring issues of justice; and ignorance of individual styles and needs. The reasons for this behaviour are discussed and we argue that this is largely a preventable problem and provide a number of solutions.
dc.publisher Common Ground Publishing
dc.rights Copyright belongs to Common Ground Publishing. Must ask Publisher (Common Ground) permission to reproduce this article.
dc.subject Careless conversation, Workers compensation, Sick leave, Organisational ineffectiveness, Job stress, Psychological contract, Emotional intelligence, Corporate citizenship
dc.subject Careless conversation, Workers compensation, Sick leave, Organisational ineffectiveness, Job stress, Psychological contract, Emotional intelligence, Corporate citizenship
dc.title Careless conversations, costly mistakes: Coercive managers and organizations in the litigious spotlight
dc.type Journal Article
dc.parent International Journal of Knowledge Culture and Change Management
dc.journal.volume 1
dc.journal.volume 5
dc.journal.number en_US
dc.journal.number 1 en_US
dc.publocation Melbourne, Australia en_US
dc.identifier.startpage 95 en_US
dc.identifier.endpage 102 en_US
dc.cauo.name DAB.School of Built Environment en_US
dc.conference Verified OK en_US
dc.for 1503 Business and Management
dc.personcode 0000018109 en_US
dc.personcode 0000030262 en_US
dc.personcode 999248 en_US
dc.percentage 100 en_US
dc.classification.name Business and Management en_US
dc.classification.type FOR-08 en_US
dc.description.keywords Careless conversation, Workers compensation, Sick leave, Organisational ineffectiveness, Job stress, Psychological contract, Emotional intelligence, Corporate citizenship en_US
dc.description.keywords Careless conversation, Workers compensation, Sick leave, Organisational ineffectiveness, Job stress, Psychological contract, Emotional intelligence, Corporate citizenship
dc.staffid 999248 en_US
pubs.embargo.period Not known
pubs.organisational-group /University of Technology Sydney
pubs.organisational-group /University of Technology Sydney/Faculty of Design, Architecture and Building
pubs.organisational-group /University of Technology Sydney/Faculty of Design, Architecture and Building/School of Built Environment
pubs.organisational-group /University of Technology Sydney/Strength - Contemporary Design Practice
pubs.organisational-group /University of Technology Sydney/Strength - Management and Organisation Studies


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