Zarządzanie konfliktem i przeciwdziałanie mobbingowi a intensyfikacja procesów innowacyjnych
The Conflict Management and the Counteraction of the Mobbing and the Intensification of Innovative Processes

Summary/Abstract: The aim of article is the analysis of conflict management and the mobbing, as organizational factors which condition creativity of employees as well as innovativeness of enterprises. Innova-tiveness of Polish economy is still below the average level of European Union. At the same time numerous signals testify the use of inappropriate methods of conflict management in our enterpris-es. Conflict could arise as a result of different reasons, and their common characteristic is the possibility of blocking the aims and activity of the opponent. No type of conflict is positive corre-lated with innovativeness of team. Particularly intensive and dangerous kind of conflict is mob-bing. It means psychical harassment and the frightening of employee. Mobber’s activities could include the following attacks: on victim’s communication process, his social relation with other persons, his work conditions, his reputation and his health. Mobbing can be applied by owners of firms, managers, colleagues. The aim of mobbing can be obtaining the wide range of beyond contract benefits – from personal (e.g. power) to financial (e.g. decreasing of remuneration cost). The frequent effect is the victim employee quitting. Mobbing has a negative influence on employees’ crea-tivity, which is a condition for enterprises innovativeness. Anti–mobbing policy should include a pre-ventive part as well as interventionist part. As prevention the enterprise should promote the ethical rules in work environment, initiate the anti–mobbing procedures. The important thing is training of employ-ees. Interventionist actions should include the possibility of the employee to complain and undertake effective activities in order to eliminate mobbing and to punish the mobber.

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