The Peter Principle in Academe

Think about it. Many in higher education administration are failed scholars. They were once attracted to the scholarly life, went to graduate school for 10 or 12 years, eked out dissertations, and then either failed to write enough — or at all — in tenure-track jobs; or as adjunct instructors, decided to get off the migrant worker bus. In either case they got out of the scholarship business. Some landed in pleasant occupations. Others were not so lucky.

Those who leave faculty appointments to write mystery novels, travelogues, self-help books, and biographies are usually not seen again in the academy. Some make a lot of money, and some, very little. But they all own themselves, and although the work is hard, they can sleep late in the morning. They are not promoted, and when they fail, they only make their families, cashiers, and waiters miserable. Still they disappear without a trace like everyone else.

On the other hand, those who go into academic associations, government, or, as in our case, academic administration, choosing steady income and health and retirement benefits, either gather moss in middle management jobs, or rise to higher levels of the administrative ladder — directorships, deanships, vice presidencies, presidencies, etc. In all sectors of the economy, as the Peter Principle describes, administrators typically rise to their levels of incompetence, and then fail — quietly usually, but sometimes in magnificent blazes of failure.

As you read this, academic administrator, you may be rising, stagnating, or failing in your career. Whichever stage you are in, if you are an executive academic administrator, you probably are reporting to someone who is in the process of failing. (This corresponds to the existential truism that everyone alive is dying.) If your boss is in the terminal stages of failure, and s/he is after your hide, your life may seem to you to be unbearable. It should not be, for there are ways of understanding your situation and your boss’s situation that can give you a more serene and humane outlook on the pain your supervisor is inflicting on you, as well as a glimpse at your own future.

I offer words of enlightenment, which, I hope, will help you safeguard your heart and your job, no matter how temporarily.

1. Do not ever criticize an administrator in free fall — not behind his back, and not to his/her face. Criticizing a failing leader is like baiting a wounded bear. There is more viciousness and still plenty of bite in a college administrator who has risen too high in the chain of command. If you vent your frustrations, you can get seriously hurt. And don’t worry about losing a chance to dissociate yourself from her/his failure. Worse for your career and character is disloyalty. Besides, it is not nice to kick someone when s/he is down.

2. Try instead to help your boss — unobtrusively, invisibly if possible. Take on his/her tasks that are not getting done — casually, as if you were seeking a favor. Perhaps suggest to him/her that you need more to do. Tell him/her that you have for a long time been wanting to learn the college’s billing system and serve on the Web policy committee.

3. Make sure that you do not advertise your helpfulness. No amount of self-aggrandizing is allowable. Advertising one’s kindness is bad form and can lead faster to failure.

4. Be patient. Overcome your frustrations and hurt self-esteem. (A hurt ego is inevitable when working for a failing administrator.) The gratuitous insults, unfair criticisms, and damning performance reviews will not hurt you if you are long-suffering. The insults to your reputation will probably not be taken seriously by anyone with say-so about your professional future. Practicing patience and equanimity will prepare you for the time when you rise to your own level of incompetence.

5. Don’t quit your job. If you quit now, you will be missing great opportunities when the incompetent boss realizes s/he is in the wrong job. You who have toiled so unobtrusively and so loyally as assistant vice provost, you may be able to step into her/his job — God help you.

6. Help your boss limp away and reestablish her/himself in a new position to which s/he is better suited. As you know very well, university programs are, like the universe, infinitely expanding. There is always another job. Besides, helping the hurt and injured is the right thing to do. You will be rewarded in your next life.

7. Prepare those whom you supervise to be kind and understanding when you are in your own final descent. Don’t call them back to the office when they are out to lunch or on the weekends. Let them be sick when they are well. Allow for many dying relations and friends. Reflect on the circle of administration, and try to see the good in it. It is a good way to learn humility.

8. Don’t despair when you hit bottom. It is your turn.

By Margaret Gutman Klosko, from
http://www.insidehighered.com/workplace/2005/09/21/klosko
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Of some interest is also the 'Dilbert Principle', i.e. '...refers to a 1990s satirical observation stating that companies tend to systematically promote their least-competent employees to management, in order to limit the amount of damage that they're capable of doing...'

Conducting Investigations

The way in which any investigation is conducted will be a key element in the success of your dignity at work strategy – there is no point in introducing a comprehensive policy, training a network of harassment advisers and communicating widely and successfully if you do not have good, fair and transparent procedures for conducting investigations into complaints.

Such investigations are very sensitive and there should be procedures separate from your normal disciplinary and grievance procedures to investigate such complaints, using people who have had specific training in investigating bullying and harassment complaints.

You should bear in mind that many complainants and witnesses will be fearful not simply about the outcome but about any repercussions of making the complaint in the first place and they should be reassured that the institution will protect them and make every effort to deal effectively with the aftermath and minimise trauma after the investigation has taken place and the outcome is known.

Therefore you should consider:

• Providing compulsory training for investigators and panel members;

• Ensuring that the investigation is conducted by two people, to gain the maximum benefit from the interviews. If you have investigators who are relatively new, try to team them with someone who has a lot of experience.

• Dealing with complaints in a sensitive, objective manner, respecting the rights of all parties involved;

• Keeping all the participants, including the witnesses, well briefed about the process and ensure that everyone involved is aware of how the findings will be communicated. Ensure that both the accused and the complainant are aware of what information they will receive at the conclusion of the investigation.

• Maintaining confidentiality – this is particularly important in a small institution, where the parties are likely to be well known to many other employees;

• Ensuring that complainants and witnesses are fully protected from victimisation. It is not sufficient to state in your policy that those concerned will be protected – you must have robust systems in place to ensure that this actually happens in the event of an allegation of bullying or harassment.

• Using open questions to elicit the facts of the case and ensure that all questions are as neutral as possible. In particular, try to avoid questions that appear to allocate blame, which will make the respondent overly defensive and will obscure the facts.

• Concluding the proceedings within a reasonable timescale;

• Making every effort to ensure, if possible, that the investigatory team and the panel are balanced in terms of race, gender, etc (this is particularly important in cases where sexual/racial harassment are at issue). Members of the Investigatory team and panels should also include staff from all levels of the institution and represent both support and academic staff.

From: A Good Practice Guide for Higher Education Institutions on Dealing with Bullying and Harassment in the Workplace

Bully for you! (But be prepared for the costs)

In the movie The Devil Wears Prada, Meryl Streep is the boss from an especially glamorous circle of hell, but while the flick is fiction, Ms. Streep’s prima donna depiction is all too often reality in the U.S. workplace.

The tolerance of workplace bullies, however, is being questioned because the costs associated with bullying could well outweigh any perceived benefits.

Tony Fasulo, a managing partner at Acclaim Ability Management, which manages worker compensation and disability cases for employers, said his company tracked the costs associated with bullying for one large employer and found it easily spent over $1 million in a two-year period to cover short-term disability costs related to bullying.

And that’s just one area where the tab can add up. There’s also the cost of high turnover and lost productivity, as well as increased health-care and recruitment expenses.

“Bullies are often seen as stars, but companies have to question other costs and whether the costs outweigh the gains that the person is bringing in,” said John A. Challenger, CEO of executive recruiter Challenger Gray & Christmas.

Few people question that bullying runs rampant in the American workplace. According to a nationwide poll by the Employment Law Alliance, 44% of American workers report they have toiled for an abusive supervisor or employer. And more than half of workers say they have been the victim of (or heard about) supervisors or employers behaving abusively. The bad behavior ranged from yelling at subordinates or rudely interrupting them to making sarcastic jokes or teasing remarks to giving them dirty looks or ignoring them as if they were invisible.

The problem is compounded by a lack of management training, said Mr. Challenger. “People who are high performers are put into management roles, but their ability to manage subordinates is questionable,” he said, “and instead of explaining why things need to be done, they tend to order and push people around with no explanation.”

While the perception of bullying may depend on an individual’s sensitivity, Gary Namie, director of a Bellingham, Wash., organization called the Workplace Bullying Institute, defines it as repeated, health-harming verbal abuse; threatening, humiliating or offensive behavior; and interference, including sabotage, that prevents work from getting done.

The most obvious cost of all this is turnover. A survey done by Challenger Gray & Christmas found that 29% of human resources executives surveyed have seen one or more employees at their companies quit as a direct result of workplace bullying. Furthermore, said Mr. Challenger, the number of employees actually leaving because of bullying is probably much higher, since many employees will not reveal it as the reason for their departure.

A rule of thumb: It costs 1.5 times salary to replace a non-supervisory position, and two times compensation to replace managers, said Mr. Namie. So, if a managerial position paying $100,000 annually is vacated twice in five years because of a workplace bully, the company had $400,000 in additional turnover costs as a direct result.

Another factor to consider is lost productivity attributable to absenteeism. “The associated costs can be outrageous,” Acclaim’s Mr. Fasulo said.

For example, said Mr. Fasulo, Acclaim looked at short-term disability claims and found that 30% were psychological claims, with 12% to 18% of those psychological claims related to bullying. Each employee absent because of psychological claims was away, on average, between 60 and 80 work days.

Tolerating bullying in the workplace may also lead to increased health-care costs. According to researchers at University College London who tracked workers for 11 years, workers who believed they were being unfairly treated at work were more likely to have serious heart disease.

Absenteeism, workers’ comp, disability claims and litigation represent the hard costs, but there are less tangible costs as well. “The bullying reputation cuts into recruitment,” said Mr. Namie. Word eventually gets out on the street that the work environment is not tolerable, he said, and recruits become unwilling to apply.

Mr. Challenger agreed. “Who wants to work for a toxic boss?”

From: http://www.financialweek.com
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The problem we have in Higher Education is that the costs come from the taxpayer, the bullies pay nothing and almost always win - self-policing does not work. However, if a university or higher education institution becomes known as a bully nest, then good staff will not want to work there and the good name of the institution will be seriously damaged.

The serial bully

The serial bully is an adult on the outside but a child on the inside; he or she is like a child who has never grown up. One suspects that the bully is emotionally retarded and has a level of emotional development equivalent to a five-year-old, or less. The bully wants to enjoy the benefits of living in the adult world, but is unable and unwilling to accept the responsibilities that go with enjoying the benefits of the adult world. In short, the bully has never learnt to accept responsibility for their behaviour.

When called to account for the way they have chosen to behave, the bully instinctively:

a) denies everything.
- Variations include Trivialization ("This is so trivial it's not worth talking about...")
- The Fresh Start tactic ("I don't know why you're so intent on dwelling on the past"
- "Look, what's past is past, I'll overlook your behaviour and we'll start afresh")

This is an abdication of responsibility by the bully and an attempt to divert and distract attention by using false conciliation. Imagine if this line of defense were available to all criminals ("Look I know I've just murdered 12 people but that's all in the past, we can't change the past, let's put it behind us, concentrate on the future so we can all get on with our lives" - this would do wonders for prison overcrowding).

b) quickly and seamlessly follows the denial with an aggressive counter-attack of counter-criticism or counter-allegation, often based on distortion or fabrication. Lying, deception, duplicity, hypocrisy and blame are the hallmarks of this stage. The purpose is to avoid answering the question and thus avoid accepting responsibility for their behavior. Often the target is tempted - or coerced - into giving another long explanation to prove the bully's allegation false; by the time the explanation is complete, everybody has forgotten the original question.

Both a) and b) are delivered with aggression in the guise of assertiveness; in fact there is no assertiveness (which is about recognizing and respecting the rights of oneself and others) at all. Note that explanation - of the original question - is conspicuous by its absence.

In the unlikely event of denial and counter-attack being insufficient, the bully feigns victim hood or feigns persecution by manipulating people through their emotions, especially guilt. This commonly takes the form of bursting into tears, which most people cannot handle.

Variations include indulgent self-pity, feigning indignation, pretending to be "devastated", claiming they're the one being bullied or harassed, claiming to be "deeply offended", melodrama, martyrdom ("If it wasn't for me...") and a poor-me drama ("You don't know how hard it is for me ... blah blah blah..." and "I'm the one who always has to...î "You think you're having a hard time... "I'm the one being bullied...").

Other tactics include manipulating people's perceptions to portray themselves as the injured party and the target as the villain of the piece.

Sometimes the bully will suddenly claim to be suffering "stress". Alleged ill-health can also be a useful vehicle for gaining attention and sympathy.

By using this response, the bully is able to avoid answering the question and thus avoid accepting responsibility for what they have said or done. It is a pattern of behavior learnt by about the age of 3; most children learn or are taught to grow out of this, but some are not and by adulthood, this avoidance technique has been practiced to perfection.

A further advantage of the denial/counter-attack/feigning victim hood strategy is that it acts as a provocation. The target, who may have taken months to reach this stage, sees their tormentor getting away with it and is provoked into an angry and emotional outburst after which the bully says simply "There, I told you s/he was like that". Anger is one of the mechanisms by which bullies (and all abusers) control their targets. By tapping in to and obtaining an inappropriate release of pent-up anger the bully plays their masterstroke and casts their victim as villain.

When called to account for the way they have chosen to behave, mature adults do not respond by bursting into tears. If you're dealing with a serial bully who has just exhibited this avoidance tactic, sit passively and draw attention to the pattern of behavior they've just exhibited, and then the purpose of the tactic. Then ask for an answer to the question.

Bullies also rely on the denial of others and the fact that when their target reports the abuse they will be disbelieved ("are your sure this is really going on? "I find it hard to believe - are you sure you're not imagining it?"). Frequently targets are asked why they didn't report the abuse before, and they will usually reply "because I didn't think anyone would believe me." Sadly they are often right in this assessment. Because of the Jekyll & Hyde nature, compulsive lying, and plausibility, no one can - or wants - to believe it.

Denial features in most cases of sexual assault, as in the case of Paul Hickson, the UK Olympic swimming coach who sexually assaulted and raped teenage girls in his care over a period of 20 years or more. When his victims were asked why they didn't report the abuse, most replied, "Because I didn't think anyone would believe me". Abusers confidently, indeed arrogantly, rely on this belief, often aggressively inculcating (instilling) the belief ("No-one will ever believe you") just after the sexual assault when their victim is in a distressed state. Targets of bullying in the workplace often come up against the same attitudes by management when they report a bullying colleague. In a workplace environment, the bully usually recruits one or two colleagues who will back up the bully's denial when called to account.

Reflection

Serial bullies harbor a particular hatred of anyone who can articulate their behavior profile, either verbally or in writing in a manner which helps other people see through their deception and their mask of deceit.

The usual instinctive response is to launch a bitter personal attack on the person's credentials, lack of qualifications, and right to talk about personality disorders, psychopathic personality etc, whilst preserving their right to talk about anything they choose - all the while adding nothing to the debate themselves.

Serial bullies hate to see themselves and their behavior reflected as if they are looking into a mirror.

Projection

Bullies project their inadequacies, shortcomings, behaviors etc on to other people to avoid facing up to their inadequacy and doing something about it (learning about oneself can be painful), and to distract and divert attention away from themselves and their inadequacies. Projection is achieved through blame, criticism and allegation; once you realize this, every criticism, allegation etc that the bully makes about their target is actually an admission or revelation about themselves. This knowledge can be used to perceive the bully's own misdemeanors; for instance, when the allegations are of financial or sexual impropriety, it is likely that the bully has committed these acts; when the bully makes an allegation of abuse (such allegations tend to be vague and non-specific), it is likely to be the bully who has committed the abuse.

When the bully makes allegations of, say, "cowardice" or "negative attitude" it is the bully who is a coward or has a negative attitude. In these circumstances, the bully has to understand that if specious and insubstantive allegations are made, the bully will also be investigated.

When the symptoms of psychiatric injury become apparent to others, most bullies will play the Mental Health Trap, claiming their target is "mentally ill" or "mentally unstable" or has a "mental health problem". It is more likely that this allegation is a projection of the bully's own mental health problems. If this trap is being used on you, assert "projection" as a defense against disciplinary action or as part of your legal proceedings.

It is a key identifying feature of a person with a personality disorder or psychopathic personality that, when called to account, they will accuse the person who is unmasking them of being the one with the personality disorder or psychopathic personality from which they (the bully) suffer.

Affairs

Of over 5000 cases of bullying reported to Bully OnLine and the UK National Workplace Bullying Advice Line, in at least half the cases, the bully is having an affair. The affair has little to do with friendship, and a lot to do with strategic alliance in pursuit of power, control, domination and subjugation. In a further quarter of cases, there's often a suspected affair, and in the remaining quarter, there is often a relationship with another based not so much on sexual attraction but on a mutual admiration for the way each other behaves.

If the bully is a male in a senior position, he is often sleeping with a secretary or office administrator, as this is where he gets his information and where he spreads his disinformation. Sometimes the female junior can be identified by her reward, e.g. being the only person allowed to hold the keys of the stock cupboard (everyone has to grovel to her if they want a new pen), or being put in charge of the office in the bully's absence when there are others who are senior to her who would make more appropriate deputies.

Most serial bullies have unhappy and unsatisfactory private lives that are characterized by a string of broken relationships. If you are the current target of a serial bully and taking legal action, a little digging into the bully's past, including their personal life, will usually unearth some unsavoury facts that the bully would prefer not to be made public. In some cases, serial bullies have been found to have criminal convictions for fraud, or to have been compelled to attend therapy or counseling for their habit of compulsive lying, or they might have a record of domestic violence. Under normal circumstances making these facts part of the proceedings might be considered unethical; however, if you're the target of a serial bully, the circumstances are not normal.

Validity of testimony

Because of the serial bully's Jekyll and Hyde nature, compulsive lying, charm and plausibility, the validity of this person's testimony cannot be relied on in disciplinary proceedings, appeal hearings, and under oath at tribunal and in court. Emphasize this when taking action.

Mediation with this type of individual is inappropriate. Serial bullies regard mediation (and arbitration, conciliation, negotiation etc) as appeasement, which they ruthlessly exploit; it allows them to give the impression in public that they are negotiating and being conciliatory, whilst in private they continue the bullying. The lesson of the twentieth century is that you do not appease aggressors.

From: http://www.minor-miracles.net/bonshea/SerialBully.html

Dignity at work

New research published by Equality Challenge Unit indicates that some [why not all?] higher education institutions are taking the need for dignity at work seriously and taking active steps to eliminate bullying and harassment. A high proportion of respondents to our survey (93%) had a specific policy on dignity at work, 70% had networks of harassment advisers and some institutions also offered additional services such as mediation, counselling, employee assistance programmes and training.

However, there is still a long way to go until the sector as a whole provides a culture where all staff are afforded dignity and treated with respect. There are still large variations in service provision, with some institutions lacking the basic structure of policies to tackle these issues, or lacking training programmes to support initiatives.

A particular weakness identified in the study was that the majority of institutions failed to evaluate the effectiveness of initiatives. Even where basic monitoring was being undertaken, it was rare for institutions to review regularly the impact of policies and practices. Some institutions identified that issues relating to bullying and harassment had been raised through their staff survey, but relatively few had made commitments to conduct regular surveys to monitor or evaluate progress made in tackling these problems.

In the ECU baseline survey, although 92% of respondents said that they regarded dignity at work as either a priority or an important issue, 56% also believed that cases were under-reported within their own institution.

The conclusion of Equality Challenge Unit’s Dignity at Work Project was that there are positive signs that some institutions are making real efforts to tackle bullying and harassment. This is particularly important in light of recent high profile cases which underline the importance of employers needing to be alert and proactive in tackling bullying and harassment issues...
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National Ban Bullying at Work Day. 7th November 2007. This is a stand alone campaign, spear-headed by The Andrea Adams Trust.

Look at the culture of your organisation

It's important to make sure that your business, through its culture and management team, is not cultivating an environment where bullying can flourish.

Experts agree that bullying thrives where it is common behaviour across the management team. This can be particularly common in highly competitive environments, where managers may see bullying as the accepted method of motivating staff. [Or as a method/tactic to disguise their incompetence]

If you're seeing multiple cases of bullying in your business, you need to look carefully at management styles. A lack of respect and poor management skills are often a central theme in environments where bullying is common.

Look out for the following traits in management and tackle them [Tackle them? Self-policing does not work in universities]:

• An authoritarian style of management.
• Failure to address previous incidences of bullying.
• Unrealistic targets or deadlines.
• Inappropriate performance management systems.
  

From: http://www.yourpeoplemanager.com/

Unkindly Art of Mobbing in Academia

Twenty years ago, Swedish psychologist Heinz Leymann gave the name “mobbing” to this terror, taking the word from Konrad Lorenz’s research on aggression in non-human species. Mobbing of alien predators and sometimes of members of the same species occurs among many birds and primates. Something about the target arouses a fierce, contagious impulse to attack and destroy. Mobbers take turns vocalizing hostility and inflicting wounds. The target usually flees. Sometimes it is killed and eaten.

Violent mobbing is endemic to our species. Harvard sociologist Orlando Patterson has analyzed lynching as a cannibalistic “ritual of blood.” Teenage swarming is similar, as in the murder of Reena Virk in Victoria, B.C., in 1997. Her friends set upon her in a frenzy of bloodlust, reviled and tortured her, and eventually held her head under water until she was dead.

Leymann studied the nonviolent, polite, sophisticated kind of mobbing that happens in ostensibly rational workplaces. Universities are an archetype. If professors despise a colleague to the point of feeling a desperate need to put the colleague down, pummeling the target is a foolish move. The mobbers lose and the target gains credibility. The more clever and effective strategy is to wear the target down emotionally by shunning, gossip, ridicule, bureaucratic hassles, and withholding of deserved rewards...

Mobbers seize upon a critical incident, some real or imagined misbehaviour they claim is proof of the target’s unworthiness to continue in the normal give-and-take of academic life. A degradation ritual is arranged, often in a dean’s office, sometimes in a campus tribunal. The object is to destroy the good name that is any professor’s main resource and to expose the target as not worth listening to. Public censure by the university administration leaves the target stigmatized for life.

Formal dismissal with attendant publicity is social elimination in its most conclusive form. In its more advanced stages, mobbing is rare. Leymann estimated that fewer than five per cent of ordinary workers are mobbed during their careers. The percentage among professors may be a little higher. In his comprehensive book on academic freedom, York University historian Michiel Horn recounts some famous cases from Canada’s past of what would today be called mobbing. Biochemist George Hunter’s firing from the University of Alberta in 1949 is one example. Historian Harry Crowe’s ouster from United College in Winnipeg in 1958 is another.

My own research has been on recent mobbings in academe. About two dozen of the 100 or so cases I have analyzed are from Canadian universities. Because McGill University closed down its inquiry into her death, the 1994 case of Justine Sergent is especially noteworthy. She was a successful neuropsychologist, whose adversaries positioned her on the wrong side of the local research ethics board. Sergent received a formal reprimand and grieved it. The Montreal Gazette learned of the dispute from an anonymous letter and ran with the story. “McGill researcher disciplined for breaking rules,” the headline read. The humiliation was more than Sergent could bear. She and her husband, Yves, wrote poignant letters the next day and then committed suicide...

At a practical level, every professor should be aware of conditions that increase vulnerability to mobbing in academe. Here are five:

• Foreign birth and upbringing, especially as signaled by a foreign accent
• Being different from most colleagues in an elemental way (by sex, for instance, sexual orientation, skin color, ethnicity, class origin, or credentials)
• Belonging to a discipline with ambiguous standards and objectives, especially those (like music or literature) most affected by post-modern scholarship
• Working under a dean or other administrator in whom, as Nietzsche put it, “the impulse to punish is powerful”
• An actual or contrived financial crunch in one’s academic unit (According to an African proverb, when the watering hole gets smaller, the animals get meaner)

Other conditions that heighten the risk of being mobbed are more directly under a prospective target’s control. Five major ones are:

• Having opposed the candidate who ends up winning appointment as one’s dean or chair (thereby looking stupid, wicked, or crazy in the latter’s eyes)
• Being a rate buster—achieving so much success in teaching or research that colleagues’ envy is aroused
• Publicly dissenting from politically correct ideas (meaning those held sacred by campus elites)
• Defending a pariah in campus politics or the larger cultural arena
• Blowing the whistle on, or even having knowledge of serious wrongdoing by, locally powerful workmates The upshot of available research is that no professor needs to worry much about being mobbed, even when in a generally vulnerable condition, so long as he or she does not rock the local academic boat.

The secret is to show deference to colleagues and administrators—to be the kind of scholar they want to keep around as a way of making themselves look good. Jung said that “a man’s hatred is always concentrated on that which makes him conscious of his bad qualities.”

By Ken Westhues, a professor of sociology at the University of Waterloo. His books on mobbing include Eliminating Professors (1998), The Envy of Excellence (2005), and The Remedy and Prevention of Mobbing in Higher Education (2006). For web resources on academic mobbing, either google his name, or go to mobbing.ca.

Former polytechnics spread their wings

Fifteen years after John Major turned polys into 'new universities', the diversity that grew out of that change is breeding success. Tony Tysome, who reported on the reforms at the time, takes stock.

It has been described as both the best and the worst thing to happen to British higher education. Though some still criticise the decision to allow the former polytechnics to become "new" universities 15 years ago, most now generally accept that it was the right move and that it has helped the sector respond to 21st-century challenges...

Neil Williamson is a member of the University and College Union national executive who has witnessed rapid changes at De Montfort University, where he has been a lecturer since it dropped the title of Leicester Polytechnic. He said the impact on staff has inevitably been higher workloads and more work related stress.

"This has not been helped by the fact that the new universities have tended to adopt a more managerial approach to governance than the old universities, and there have been some glaring examples of bad practice."

From: Times Higher Education Supplement
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Much more can be said about the management and leadership of some of the ex-polytechnics beyond 'some glaring examples of bad practice'. In some cases, managers became 'professors' without the expertise, knowledge and will to demonstrate management and academic leadership. In some ex-polytechnics staff are managed by 'professors' too busy in promoting their ego than caring about workplace welfare.

The new playground for some of these 'professors' is indeed the Committee of Vice-Chancellors and Principals (now Universities UK). We are all 'principals' and 'vice-chancellors' now...

'Higher workloads and more work related stress' are often associated with hierarchical structures that lack accountability, transparency and good staff-management relations. Some older universities may not be exempt from this criticism, but certainly some ex-polytechnics are prime examples of poor staff-management relations.

Do you have a dysfunctional workplace?

Does your boss act out and throw tantrums like a spoiled child? Does your company ship most of its product the last 24 hours of the quarter? Are you afraid to bring up certain hot-button issues in meetings for fear of being humiliated? Do you spend more time covering your ass than you do sitting on it? Is your company in a perpetual state of limbo because nobody can make a decision? Does your company's mission statement change weekly?

These are all signs of a dysfunctional workplace. But don't fret; you're not alone. In fact, an entire lexicon has grown up around dysfunctional corporate behavior. See if you can recognize some of the issues that drive you and your co-workers nuts in these definitions:

Analysis paralysis. Chronic debating that obstructs the decision making process. Often a systemic problem within a company and a symptom of dysfunctional leadership, processes, and pretty much everything else. Also see disruptive management style.

Breathing your own fumes. When executives actually start to believe and make decisions based on the spin-doctored bulls--t they consistently spew out to the media, analysts, investors, customers and employees.

Blowing smoke up someone's ass. Feeding an insincere compliment or bulls--t to someone who should know better but hasn't been around long enough to develop a healthy, cynical filter against that sort of thing. Not to be confused with having your head stuck up someone's ass.

Committing political suicide. Pissing off or going toe-to-toe with your dysfunctional boss, some other self-important executive, or someone one of those people mistakenly trusts more than they trust you. AKA a career ending move.

CYA. Means cover your ass. It's what weak, small-minded people do when they should be doing the right thing instead.

Disruptive management style. Euphemism for an executive who chronically swoops into meetings and makes wild, half-assed decisions based on limited data. Also, an executive prone to mucking with processes and projects and making everyone affected want to strangle him. Can cause strategy or roadmap du jour and analysis paralysis.

Don't s--t where you eat. I think everybody knows this one...except maybe Bill Clinton.

End of quarter panic. The last week of the quarter when everybody--especially sales--wakes up and actually does their job. Usually results in pulling an all-nighter on the last day, followed by 12 weeks of partying.

Going down a rathole. When two or more people get into a non-productive fight or argument over a hot topic where neither side will give in. Often occurs when one pushes another's buttons and can involve emotional outbursts, acting out, cursing and name-calling. See take it offline--the only cure.

Hallway meeting. This is when managers make decisions, in the hallway or in an office or cubicle, they shouldn't be making. The manager who is supposed to be making these decisions is typically missing from hallway meetings. Often the result of passive aggressive behavior and results in strategy or roadmap du jour.

Ivory tower mentality. When senior officers cut themselves off from employees, investors, and customers, typically by adding protective layers of superfluous executives, secretaries, voice mail systems, and outer offices. Caused by a deep fear of confronting their own issues, not because they think they're better than you.

Moral flexibility. I first heard this expression in the movie Grosse Pointe Blank where John Cusack's character is an assassin possessing a certain moral flexibility. Same thing with executives that possess this quality, except the fallout leads to fraud, scandal, and shareholders losing their savings, not their lives.

Passive aggressive behavior. When somebody agrees to a plan against his wishes--typically in a meeting with everyone present--and then goes off and does what he wanted to do in the first place, usually without telling anybody. Similar to an end around, can also be related to back stabbing.

Sacred cow. A project that's immune to the company's typical processes - like operating plans, phase reviews and budgeting--because it's a self-important executive's pet project. Not to be confused with a sacred animal you're not supposed to eat or wear, although drinking its milk is apparently okay.

Silo mentality. When people focus solely on themselves, their department, their division, whatever, to the detriment of the broader organization. Similar to bunker mentality, which is defensive behavior to protect a project or organization that should have been killed long ago.

Strategy du jour. When dysfunctional executives consistently overreact to a single data point or hallway meeting and take the entire organization in a new direction instead of sticking with "the plan." A serious problem that often results in spiraling morale, efficiency and operating performance. AKA roadmap du jour. Not to be confused with a common secondary symptom--reorg du jour.

Take it offline. What you do when one or more people get completely off-track or off-topic in a meeting, sometimes going down a rathole. Also, what you tell two people who are getting into an embarrassing display of childish emotion in what's supposed to be a civilized work environment.

Title inflation. When most of a company's employees are VPs who are not qualified to sweep a normal company's floors.

From: http://www.cnet.com

Why manners matter

You might think that standards of manners and behaviour at work are on the decline, but according to a new survey, good manners are critical if you want to move up the career ladder.

In fact, an overwhelming 95 percent of senior executives and managers surveyed by NFI research feel that good manners matter when it comes to advancing a person's career, with two thirds saying good manners are extremely important.

Nine out of 10 also said that their workplaces are normally well-mannered places, with nearly four out of 10 claiming that good manners are always practiced.

"This makes it clear that people should watch their manners at work if they are looking to get ahead," NFI Research CEO Chuck Martin said.

That's even more true of smaller businesses than large ones. Seven out of 10 executives in small businesses said that good manners were important in advancing a person's career compared to just over half (55 percent) of those in large organizations.

"Good manners are essential, not only in one's personal life but professionally, as well," one survey respondent said. "It is imperative that one get along with his co-workers, and good manners are the main ingredient."

Meanwhile, academic research has found that good manners in the workplace are more than just a nice-to-have.

Dr Barbara Griffin, from the University of Western Sydney in Australia, has found that colleagues or mangers who are rude and undermining can have a demonstrable negative impact on employee engagement and productivity.

She also found that one in five employees experience a significant incident of bad manners at work once a month.

"Rude and undermining colleagues are those who question your judgement, exclude you from situations, interrupt when you are speaking, make derogatory comments, withhold information or belittle your ideas," said Dr Griffin, an organisational psychologist.

"This type of behaviour is more subtle and diffuse than outright bullying", she added, "but it still has a large impact on employee engagement, including whether you stay in an organisation, speak positively about your job or go that extra mile. It can also cause psychological distress and poor physical health.

"Even the occasional rude comment is enough to lower engagement and make you feel less committed to your job."

From: http://www.management-issues.com