Narcissistic Personality Disorder and Predation

If you are reading this, the chances are that someone or something has given you a clue that you might find the key to a profound mystery in a mental illness known as Narcissistic Personality Disorder.

Maybe it was only yesterday. If so, you are probably still reeling from the discovery that you weren't imagining things, that something is wrong with a certain person in your life, and that your experience with him or her isn't unique.

Maybe all your life they've made you feel like a tethered bird, never allowed to feel good about yourself. Or maybe you have a sense of foreboding that comes through in bad dreams because it seems that this person, for no known reason, is out to get you.

But who would believe it? You yourself can't believe it. You've had to keep pinching yourself, because Why would anyone do that? Especially this person. And why would he or she do that to you? It defies reason. Which makes it the perfect crime = the one no one believes. Because it goes against nature. And because it has no possible motive.

Yet, when you think twice, it's stupid to doubt that such things happen. The daily news proves that they do. For we could ask the old Why-would-anyone-do-that? question about every rape, every random murder, every child molestation, every random act of vandalism.

They are abundant proof of the FACT that some people need no motive. They act out of pure malice. They do it just to do it. In fact, jurisprudence has long recognized the motive of pure malice.

Some people hurt you because hurting others makes them feel good. It makes them feel good in the same way that eating makes a starving person feel good. It makes them feel good in the same way that a narcotic makes a person in pain feel good.

Just as hungry people like eating and just as pained people like taking narcotics, they like hurting you. They need to hurt you. Just as a hungry person needs food and a person in pain needs a narcotic. That's what you are to them, food, as to a vampire, or a punching bag to transfer their pain to. For, they are predators.

From: http://narc-attack.blogspot.com/

Ten laws every employer needs to know

There are many employment laws that employers need to comply with, not to mention a mass of tax and health and safety regulations. Many of these employment laws are long-standing, while others are newer and some even change annually, such as the minimum wage. But employers still make mistakes about even the most basic and established of these. Every mistake is potentially costly but some can be threatening not only to the sanity of business owners or managers but to the survival of the business itself.

Here, starting with the beginning of employment and finishing with termination, are the key employment laws that businesses need to comply with. Following these basic principles should keep most employers out of serious trouble, most of the time.

1. Anti-discrimination

Under our anti-discrimination laws, employers cannot pick and choose between job applicants on the basis of sex, race, disability, sexual orientation, religion or equivalent belief, or age. Huge amounts of compensation can be awarded against employers where they discriminate in this way and they can find themselves failing to win central or local government contracts because they are marked down in the assessment regimes. Of course, employers can refuse to employ applicants under the minimum school-leaving age (broadly age 16), as it is generally illegal to employ them except for in part-time or holiday work. Employers must also refuse to hire applicants who cannot demonstrate that they have the right to work in the UK under our immigration laws; knowingly employing illegal immigrants could cost you a heavy fine. Once employment is underway, there must be pay equality between men and women, part-time and full-time workers and fixed-term and permanent staff.

2. Employment contracts

Many employers still fail to meet their legal obligation to issue written statements of employment particulars to new employees, even though this law has been around since 1963. There are a number of areas the statement must cover - too numerous to list, but you can read more here - all laid down by law, and it must be provided within eight weeks of employment starting. The Government-sponsored Business Link website has an easy to use software tool that will write a legally compliant statement for you in no more than half an hour. Many problems will be avoided if employers take the time to get this right, as the written statement will avoid later arguments about what the employee’s package and the disciplinary process is. The old adage of a stitch in time saves nine later comes to mind. Any subsequent changes to the statement must be confirmed in writing within four weeks.

3. Family-friendly rights

Using New Labour-speak, this is the collective term for rights such as paid maternity leave. Maternity pay rights have of course just been significantly increased and a form of swapping of unused maternity leave between mothers and fathers is on the cards. In addition, there is also the right to take unpaid time off to care for a child or other dependent in case of emergencies, which many employers do not understand at all. Then there is the right for parents of young or disabled children (and soon for carers of dependent adults) to request so called “flexible working” - which is to say, shorter or different hours. An employer has to give such a request reasonable consideration, but the employee has to submit a reasoned request in writing and the arrangement must be proposed on a permanent (as opposed to temporary) basis. If there is a reduction in working time, the employer is entitled to proportionately adjust salary.

4. Working time

Under the working time laws, employees are subject to a maximum average working week of 48 hours (40 if under age 18), a maximum of 13 hours work in any one day, and are entitled to one whole day off a week on average. Employers should also have a system for monitoring working time to ensure compliance. Employees can of course opt out of the 48-hour limit but this has to be in writing and they can cancel it at any time on three months notice. They are legally protected against victimisation.

5. Holidays

While the working time laws entitle employees to four weeks paid leave a year, there is no general right to have paid leave on public holidays, contrary to popular belief. However, changes are being made to the working time laws to increase the amount of annual leave to 28 working days a year, which is intended to allow employees paid time off on public holidays or paid time off in lieu from 2009.

6. Anti-harassment

Every employer must take effective measures to ensure his employees are not subject to verbal or physical bullying or harassment (particularly but not exclusively sexual harassment) from their bosses, fellow workers or customers or suppliers. This can even extend to out of work activities. Legal cases in the Employment Tribunal for constructive dismissal, sexual discrimination and workplace “stress” resulting from this are increasing. Criminal prosecutions against the harasser (for example, for assault) are also possible: at least one sexual harasser has been jailed. So employers need to take this very seriously.

7. Business sales and outsourcing

When an employer sells all or part of his business, or outsources a function it has previously conducted in-house, this will probably amount to a transfer of an undertaking. Under the transfer of undertakings law (“TUPE”), the employees working in the business or relevant part or function will transfer to the new owner or outsource provider on their existing contracts, and they have the right to be informed in advance. Any breach of the law will give rise to legal claims, including potentially for unfair dismissal.

8. Changing terms and conditions of employment

Many employers think they can change terms and conditions of employment by giving (say four weeks) prior written notice. But it is a centuries old legal principle that a contract can only be changed by a negotiated agreement. So giving notice of change can only work legally in two cases. First, where the matter in question is outside the contract (such as a discretionary benefit-in-kind) or, second, where the contract expressly allows it to be changed by the employer by this method. If none of these routes is open to the employer, it can always serve the correct notice to terminate the contract, but that then counts as a “dismissal”.

9. Dismissal

There are three key laws to comply with here. First, there is a legal minimum notice period, which is one week after one month’s employment, rising from the end of the second year at the rate of one week for each completed year up to 12 weeks notice after 12 years employment. Second, employees’ dismissed after 51 weeks employment can claim for “unfair dismissal”, which currently could cost an employer up to around £70,000 compensation. To successfully defend an unfair dismissal claim, the employer must satisfy an Employment Tribunal that it had a legally good reason for dismissing the employee and that it acted reasonably. Third, the employer must follow a mandatory three-step dismissal process or automatically be guilty of unfair dismissal. The 3 steps are: (1) written notice stating why the employer is considering the employee for dismissal; (2) a formal meeting to discuss the matter with the employee (and his/her companion); (3) a right of appeal against dismissal.

10. Redundancy

Genuine redundancy is a fair reason for dismissal, but employers still need to act legally reasonably and follow the three-step process to avoid being guilty of unfair dismissal. Redundant employees are of course entitled to notice or pay in lieu, and redundant employees with two or more years service will also be entitled to (tax-free) statutory redundancy pay, which rises to a maximum of £9,300 for 20 years service. If the employer is proposing 20 or more redundancies in a 90-day period, there has to be a 30-day period (90 days in which 100 or more redundancies are proposed) of information and consultation before any of this happens. An extra penalty of up to 90 days pay will be payable to the affected employees if the employer defaults.

From: http://business.timesonline.co.uk

Most of the training they get to become managers is futile

Wayne Hochwarter, a Florida State University business professor who has studied workplace dynamics extensively, has a theory on why there are so many bad managers: A lot of them were promoted because they were competent at their former job - say, selling cars - but don't have a clue how to manage other people selling cars.

Then, most of the training they get to become managers - which isn't a lot, because training budgets are shrinking everywhere - is futile.

"They do not train them to effectively interact with people," Hochwarter said. "They train them to know who to call if Charlie slips in the warehouse and breaks his ankle."

Fast Facts:

What the study found

Wayne Hochwarter, a professor at Florida State University's business school, oversaw a recent study of more than 700 workers and their opinions on how their bosses treated them.
Among the findings:
- 31 percent said their supervisor gave them the "silent treatment."
- 37 percent said their supervisor failed to give credit when due.
- 39 percent said their supervisor failed to keep promises.
- 27 percent said their supervisor made negative comments about them to other employees or managers.
- 24 percent said their supervisor invaded their privacy.
- 23 percent said their supervisor blames others to cover up mistakes or to minimize embarrassment.

From: http://www.sptimes.com/2007/08/18/
Business/Now_the_rank_and_file.shtml

Nobody should have to work with a jerk - USA

If you are thinking about making a career change, check with eBossWatch to make sure that you won't be stuck working for an abusive or bad boss. Search for the boss or company that you are considering working for, and see how other employees have rated that boss.

http://www.ebosswatch.com/

Now can we please have the English/British version for universities?

www.keele-hauled.com

My name is Andy Terry. I am 50 years old, and have been fighting against Keele University to clear my name for over six years.

After complaining about poor supervision and Departmental support, I was sacked on 4th May 2001. Apart from this having no rational reason behind it - it certainly would have been dismissed by an Employment Tribunal had I been allowed to go to one - the University failed to follow its own regulations by not issuing a four week warning about this. Much more importantly, however, the withdrawal was based upon the non-submission of an upgrade document by the 25th October 2000. I have documentary evidence that clearly shows that this work was not actually due until 20th November 2000 at the earliest.

This spurious date had been invented by Dr. Precilla Choi, together with a number of other equally spurious dates, and was just one of many instances of workplace bullying that I encountered from her. My Supervisor, Dr. Mike Boulton, had been sent copies of the agreement for submission of this work, and must have been well aware of the true date of submission, but continued to pressure me into this series of unsupported dates. Despite submitting drafts of this work to Dr. Boulton, he and Dr. Choi were both aware that my Mother had died only a few months prior to this, but this served only to increase the pressure that they put on me.

Emails show that Dr. Precilla Choi - a primary source of my harassment - was indicating to colleagues as early as 1st November 2000 that I was to be withdrawn from the University on the basis of non-submission of my upgrade document, even though this was some 20 days before its due date, and only a matter of three months after the death of my Mother. Nice person.

The withdrawal was never rescinded, and the University then set about constructing a new withdrawal, based upon the most spurious of evidence, and without anyone being aware that I should not have been sacked the first time - a factor that must have coloured the opinions of those involved in my second sacking. This second sacking was to all intents and purposes, a kangaroo court - something for which the University has failed to give any satisfactory explanation.

More information at: http://www.keele-hauled.com/index.htm

Truth is stranger than fiction

Anonymous, A Campus Conspiracy (Impress Books, Exeter, UK, 2006) Click here for reviews of this comic account, reminiscent of C. S. Lewis's That Hideous Strength, of administrative mobbing in a British university. The target here is sixty-year-old Harry Gilbert, Professor of Christian Ethics at St. Sebastian's College.

Especially in two ways, this novel captures recurrent themes in the real-life mobbing cases I have studied. First, once Gilbert is on the wrong side of the administration, the complaints about him come in one after another; he is always under the gun; defending himself consumes his waking hours. Second, accusations of sexual impropriety are central to the eliminative process (a student named Lisa falsely accuses Gilbert of trying to seduce her).

In two other ways, this novel is distant from the mobbing cases in my research. First, Gilbert's accuser is a manipulative liar who knows exactly what she is doing; in most of the mobbing cases I have studied, truth is threatened less by deliberate falsehood than by hysteria and moral panic, and outcomes hinge on how small events are interpreted. Second, this novel ends in the manner of Lucky Jim, with its protagonist heading off to a better job — in Gilbert's case a distinguished professorship in an American college enamoured of the trappings of English aristocracy. Few real-life mobbing targets escape so handily.

I find none of the characters in this novel easy to admire. In a cruel counterattack, for instance, Gilbert's wife plays a practical joke to humiliate the dean who has persecuted her husband; the dean then has a nervous breakdown. In this novel, academic life comes across as a pompous, petty parasite on society at large, one that only a fool would take seriously.

By Kenneth Westhues, from: Novels About Academic Mobbing

RAE reject aims to log views of excluded - UK

An academic branded "research inactive" because his work will not be submitted for next year's research assessment exercise is forming a support group for other academics left out in the cold.

Launching an appeal in the letters page of today's Times Higher, Vic Truesdale, a professor of biogeochemistry at Oxford Brookes University, has invited academics "unexpectedly excluded from the RAE" to contact him by e mail at castaway@brookes.ac.uk

"There could be many of us who could do with some mutual support, and in any case somebody should be counting us and logging the insult," he writes.

Next year's RAE is expected to be the most selective ever, with some universities attempting to improve their research ratings by submitting only a small core of researchers, instead of including all their active researchers. There are reports that some universities are excluding even high-quality researchers as they attempt to second-guess the type of research the RAE judging panels will favour.

In the last RAE, in 2001, the work of about 50,000 researchers, out of 116,000 full-time academic staff, had their work submitted. Many claim that exclusion stigmatises academics and damages their careers.

Professor Truesdale said that the RAE "reduces the diversity of intellectual pursuit" and "moulds scientists into automatons".

"I suppose that in the big planning games, as in battle-planning, generals cannot be concerned with the plight of individual soldiers; they are merely cannon fodder," he said. "I want to register the plight of the individual, and to ask the question as to whether you think the cannon-fodder model is appropriate in a 21st-century democracy."

And the letter in Times Higher Education:

May I ask academics who have found themselves unexpectedly excluded from the research assessment exercise to write to me at: castaway@brookes.ac.uk. It seems to me there could be many of us who could do with some mutual support, and in any case somebody should be counting us and logging the insult. I will report back findings if people could describe their predicament as well as add permission for me to disclose information according to the Data Protection Act. This would be handled sensitively.

Vic Truesdale, Professor of biogeochemistry, Oxford Brookes University
----------------
From: Times Higher Education Supplement

Wise words...

Only dead fish go with the flow.
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When injustice becomes Law, resistance becomes duty.

Council for Ethnic Minority [CEM]

The Council for Ethnic Minority [CEM] is a voluntary organisation based in London but its services to professional, non-professional and other victims are extended throughout the United Kingdom and overseas. The CEM provides confidential advice for a collective fight against all forms of discrimination in the Higher Education & other sectors.

During the last decade or so discrimination has become endemic in the Higher Education Sector and has severely threatened the tolerance, diversity and employment at places of learning. The statistics of discrimnation claims made in the Employment Tribunals and within Institutions is increasing at an alarming rate. Most employers rather than recognising problems and initiating positive actions to eliminate discrimination in the work place are busy employing punishment tactics, as Professor Noam Chomsky of MIT puts it very eloquently, "We are your masters and you shine our shoes. Any weaker enemy has to be crushed so that the right lessons are taught" [see, Guardian Weekly 1991]. John Carter, Steve Fenton & Tariq Moddod carried out a study funded by the CRE, AUT, NATFHE, CUCO, CVCP, HEFCE & SHEFC and others, whihc shows widespread institutionalised racsim within the Higher Education Sector, see: Ethnicity & Employment in Higher Education 1999. Unfortunately, the findings of that study have long been forgotten like Sir William McPherson’s Report on the Steve Lawrence Enquiry, it has become bedside reading for racist employers and a public relations exercise for the trade unions without the proper groundwork being done on ‘shop floor’.

Unfrotunately, the tribunal system which was supposed to allow the individual the opportunity to represent him or herself, or have their union represent him or her to resolve employment difficulties in a rather informal setting, and at little or no costs has now turned out to be a battleground where the individual is faced with the employers pitching huge legal teams, including QCs who often intimidate poorly qualified Chairmen's of the Tribunals or who came through the backdoor at the blessings of their political Masters or Lord Chancellor's fund raising campaign or under cash for hounour schemes. The employment legislation actually calls for an “equality of arms” between parties but with employers spending literally hundreds of thousands in legal fees to defend the action and quite minor awards given to successful applicants – the “scales of justice” are very heavily tilted against complainants seeking justice and especially claimants representing themselves in the absence of legal aid.

The Commission on Racial Equality [CRE] not only has very limited funds but is also toothless due to political appointments of Tony's cronies for shining shoes. The academic unions have a poor history of representation or committing funds or paying for representation for its members. In fact, despite overwhelming evidence and findings of racial discrimination & vicmtrisatin against a number of universities CRE has not ordered any investigation against them. Rather CRE has denied legal representation to a number of victims particularly from India and Indian subcontinent under the pretext of changes in its priorities. No wonder an Asian woman's [a senior complaint Officer of CRE] brought a claim against the CRE and found it guilty of discrimination by a Central London Tribunal. A number of complaints of Asian professionals are still pending against the CRE and Labour Party cronies. Obviously, CRE, REC and Law Centers have become talking shops and a den for complacency and incompetence. They do nothing except preserving their own existence and organise tea parties for public relations exercise.

Our objective is to guide victims and become an alternative forum for achieving objectives where the CRE and the Unions have failed. Advice is offered regarding harassment, victimization by employers, breach of the CRE Code of Practice under the Race Amendment Act 1976 [as amended].

If you feel the CRE and Unions have failed you and need last minute victim support and alternative advice, contact us before you decide to withdraw your claims. If we cannot help you we will tell you right away or recommend you an experienced legal team.

Since the establishment of CEM we have invited a number of people from abroad to give seminars and for reoresenting the victims in the tribunals. Mr. Prem Kishan Sharma, a leading Civil Right Lawyers of Supreme Court & Director of Barefoot Lawyers Training Institute in India, Professor S Rathore have agreed to provide advice and representation on a ProBono basis. The purpose of these invited lectures and workshops is to develop a Socio-Legal Strategy for the Millennium to equip grassroots voluntary social workers with basic legal knowledge of practical value and at the same time to develop trust and confidence through their commitment, dedication and orientation towards people's empowerment. We have assigned this responsibility to Mr. S. Deman, who was one of the founders & Chair of the CEM. To realize such a strategy we have to shift the emphasis from the Ivory Tower & Fat Cat Legal Frame to a real world approach to reflect expectations of the society at large and the Employment Tribunals in particulars to realise the principle of an ‘equality of arms’ in the administration of justice.

Perhaps you can appreciate very well that such a frame work necessarily has to be completely free from any kind of power play, whether of any agency or Government authority and for such a vocational organisation to survive it is vital to engage those who helped in creating them. Therefore, to eliminate dependency we have decided only to approach our well-wishers, both individual and institutions for financial assistance. We have already organized five such training programmes where we have had interactions with 120 participants from different organizations and different part of the world.

Further we have taken numerous cases in the Employment Tribunals, Employment Appeal Tribunals and also in the Court of Appeal at various stages. Our success has been above the average success rate in the Tribunals and much higher than the success rates of the CRE, REC and Law Centres. CEM’s programmes have been highly successful and the participants found them very enlightening, encouraging and innovative. The programmes are exercises for self-development and activation of thinking process. We are enclosing the concept note as well and the list of our Advisory Board with this appeal.

We appeal to you to advance your time and support according to your skills, ability and convenience. It would be greatly strengthen our efforts and facilitate programme organization and free representation to the needy.

Cheques of any amount may be remitted in the name of ‘Council for Ethnic Minority’.

With regards,

C Kumar & Mrs S. Mahadevan, Coordinators

From: http://cemkumar.googlepages.com/

Alice in Wonderland might do a better job of running the college...

Principal rejects 'insincere' apology - Times Higher Education Supplement - By Melanie Newman. Published: 20 July 2007

A lecturer is set to lose his job because his apology for publicly criticising the principal was judged to be insufficiently sincere.

Sam Richards was sacked after 30 years at Dartington College of Arts earlier this year over an article he posted on a campaign website opposing the college's forthcoming merger with University College Falmouth. The article suggested that characters from Alice in Wonderland might do a better job of running the college than its current principal, Andrew Brewerton.

College governors upheld the dismissal at an appeal hearing in June but advised that an apology might win the lecturer his job back. Mr Richards wrote to Professor Brewerton saying he had intended the article to be a satire. "I now realise that the nature and content of that posting could easily be interpreted as a personal attack against you," he added.

But Professor Brewerton did not accept the apology. He said the statement failed to adequately acknowledge the offence of gross misconduct, and that Mr Richards was "regrettably disingenuous" in his assertion that the article was "merely satirical".

He said the apology "fails fully and unreservedly to withdraw the unfounded allegations contained in your website article. For these reasons I do not regard this as a sincere basis for moving forward."

He encouraged Mr Richards to write a "full and unreserved apology" after which his dismissal would be reduced to a less severe penalty. But Mr Richards has declined to make an alternative apology.

"I produced an apology that I could sincerely make," he told The Times Higher. "Anything more would have been grovelling."