Management culture and mobbing in a social organisation: whether a special status provides a guarantee of safety

Figures & data

Table 1. Categories and questions of the half-structured interview.

Categories	Subcategories	Primary / additional questions*	No. of questions in a subcategory	Examples of questions
General questions	Number, turnover, selection and education of employees and their managers	1, 2, 3, 7, 20	5	How many employees work in your organisation? How many of them are disabled?What is the staff turnover in your organisation (during the last year)? Was the commission for work conflict resolution formed in your organisation?
	Existence of councils, unions and commissions	4, 5, 6	3
Management culture	Education, knowledge and development of the managers	8, 9, 10, 12, 13, 14, 15	7	What education field prevails among the managers of your organisation, and how many of them have management education?How are the employers informed about the organisation’s situation, is it necessary from the manager’s perspective?Are the leisure conditions provided for the employees of the organisation, what are they? Into what activities are the employees and their family members involved after the work?
	Dissemination of information in an organisation	11, 16, 17, 26	4
	Leisure activities and conditions	18, 19	2
Mobbing in employees’ relations	Conflict resolution	20, 21, 22, 24, 27, 28, 29, 30, 31	9	How are the employees informed about the conflict resolution examination, e.g., only the ones that have complained or all the workers are informed? Why this way has been chosen?Do employees solve conflicts, disagreements by themselves or they address the managers? If yes, when and whom?Are there persons in the organisation that would be considered specialists of the conflict resolution?
	Nature of conflicts	23, 25	2
	Dissemination of information on conflict examination	26	1
Total			33 / without duplicate** 31

^* addition questions were asked during the interview

^** number of questions without duplicates.

Source: Created by authors.

Table 2. Management culture scales and subscales of the questionnaire.

Scales	Subscales in the original questionnaire	Subscales in the adapted questionnaire	Number of statements in scale / subscale
			OQ*	AQ**
1. Culture of managerial staff	1. Common culture level of the managerial staff	1.1. Common culture of the managerial staff	7	4
	2. Level of management science knowledge	-	5	-
	3. Personal and business qualities of employees, style of management	1.2. Type of management, tasks and assignments	7	6
	4. Level of the abilities of management (art of management)		9
2. Culture of process management organisation	5. Optimal regulation of management processes	2.1. Optimal regulation and organisation of management processes	7	6
	6. Rational organisation of management work		5
	7. Level of modern computerisation of management processes		5
	8. Culture of welcoming interested parties, conducting meetings, talking via telephone etc.	2.2. Help for the employees, partners, clients	7	4
3. Culture of management work conditions	9. Level of work environment (interior, lightening, temperature, cleanness etc.)	3.1. Workplace environment conditions	9	13
	10. Level of workplace organisation		6
	11. Work and rest schedule, relaxation opportunities	3.2. Occupational safety, leisure and microclimate	6	9
	12. Occupational safety, socio-psychological microclimate		6
4. Culture of documentation system	13. Culture of documentation	-	6	-
	14. Optimal document search and management system	-	5
	15. Rational usage of modern information technologies	-	8
	16. Rational archive storage system	-	6
Total			104	42

^* OQ – number of statements in scale / subscale of the original questionnaire

^** AQ – number of statements in scale / subscale of the adapted questionnaire.

Source: Created by authors.

Table 3. Mobbing in employees’ relations: scales and subscales of the questionnaire.

Scales	Subscales in the original questionnaire	Subscales in the adapted questionnaire	Number of statements in scale / subscale
			OQ*	AQ**
4. Factors related to the employees’ interrelations	1. Employees’ communication	4.1. Employees’ communication and isolation	8	8
	2. Employees’ isolation		7
	3. Employees’ reputation	4.2. Employees’ reputation	7	5
	4. Employees’ demography		9
	5. Employees’ attitudes		5
	6. Employees’ suffered damage	4.3. Employees’ wellbeing and suffered damage	6	12
	7. Employees’ wellbeing		15
	8. Employees’ intentions		6
5. Factors related to the nature of tasks, work content and evaluation	9. Nature of tasks	5.1. Nature of tasks	7	5
	10. Work content	-	7	-
	11. Work evaluation	5.2. Work evaluation	6	5
Total			83	35

^* OQ – number of statements in scale / subscale of the original questionnaire

^** AQ – number of statements in scale / subscale of the adapted questionnaire.

Source: Created by authors.

Table 4. Knowledge and competency requirements for the managerial staff.

Stages	Competencies	Extract
Recruitment	Helping to achieve good results; managerial; professional; personal; communication with clients	Professional competencies are stressed; human resource management is not highlighted
Development	Engineering education; management; technology knowledge; administration; export field; boundaries of competence	The most important priorities are the technology and sales competencies; the management competencies are of secondary importance

Source: Created by authors.

Table 5. Features of management practice.

Criteria	Adequacy	Practice
Staff instructions, regulations	Exists in written form, but not all managers are aware of it	Managerial staff view staff instructions and their definitions as secondary, there is no feedback
Informing of employees	Undefined form and unwritten tradition	Each manager interprets informing of employees in their own terms
Involvement into decision-making processes	Employees do not participate in the processes	Processes are organised according to formula: managers say, employees do
Employees’ physical welfare	Priority for the work and rest conditions	The investment in the employees physical welfare is reasoned by the special company status and obligations to the State
Employees’ psychological welfare	Not actualised	Psychological employees’ safety is not related to the workplace safety

Source: Created by authors.

Figure 1. Influence of organisational system criteria. Source: Created by J. Vveinhardt.

Figure 2. Integrated mobbing prevention model. Source: Created by J. Vveinhardt.

Table 6. Features of mobbing, according to employees.

Mobbing in employees’ relations	Communication and isolation of employees	Reputation of employees	Wellbeing and experienced damage of the employees	Nature of tasks	Evaluation of work
Number of employees that participated in the survey	25	25	25	25	25
Average of answers	1.78	1.68	1.65	1.65	1.94
Most frequent value^*	1	1	1	1	1

^* Where 5 shows absolute disagreement with the statement and 1 shows absolute agreement (formulations of statements are negative).

Source: Authors’ calculations.