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Risky Business : Managing Employee Violence in the WorkPlace / Edition 1

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Risky Business tells in plain language the specific behaviors that indicate an employee has the potential to become violent, and it tells managers what to do—and what not to do—to prevent workplace violence. Author Lynne Falkin McClure describes in clear detail the eight major categories of behavioral clues to violence and includes anecdotes from work settings to help managers and others identify potentially violent employees. Most importantly, she emphasizes the precautions and steps managers must take when they see these “clues” in an employee’s behavior and how to create and maintain a work environment that is likely to protect everyone.

Including the hiring—appraisal—training process, Risky Business focuses on system-wide, ongoing prevention steps organizations can take to protect everyone in the workplace. The book points out for readers informal organizational ‘policies’that unwittingly encourage potentially dangerous behaviors in employees and then offers alternative ‘policies’that create and maintain a safer environment. Managers, members of personnel, and public relations representatives learn how to deal effectively with the fears of workers and customers should a violent event occur that affects the company’s morale and image. However, readers are certain to gain the skills and foresight necessary to avert disaster before it strikes.

Lynne Falkin McClure, PhD, is a management consultant, workshop designer/facilitator, and public speaker in Tempe, Arizona. President of McClure Associates Management Consultants, Inc., since 1980, she specializes in work relationships and conducts inhouse workshops for corporations and government agencies. Through The McClure Institute in Tempe, she offers intensive 5—day courses for executives, directors, and managers, as well as for EAP specialists and mental health professionals, on how to identify and prevent potential workplace violence. Dr. McClure has been a guest on several national shows, including appearances on “Maury Povich,” “Between the Lines” (Associated Press Broadcast News), “Good Day Atlanta,” “Market Talk” (KWHY-TV, America’s first all-financial station), and “Wireless Flash” (San Diego).

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Editorial Reviews

Library Journal
Almost one million violent crimes occur in the U.S. workplace every year, according to McClure. Murder in the workplace is the fastest-growing type of homocide in the nation, with 15 murders reported each week. Yet only one in four businesses provides formal training in dealing with workplace violence. The author has attempted to translate the existing, overly technical information regarding employee psychopathology into terms more easily understood by managers. Eight chapters describe patterns of high-risk behavior that, the author purports, are warning signs. Subsequent chapters cover, in too little detail, the procedures managers should follow or avoid to prevent or react to potentially dangerous employee behavior. Nonmanagerial readers may resent the emphasis on employee psychopathology while, with rare exceptions, employers are depicted as bastions of integrity and mental health. Others may see little connection between many of the rather commonplace employee behaviors cited and the potential for danger. Nevertheless, this book will provide managers with some insights into the prevention (not "managing," as stated in the subtitle) of workplace violence. Recommended for larger business collections.Alan J. Farber, Northern Illinois Univ., DeKalb
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Product Details

  • ISBN-13: 9780789001009
  • Publisher: Taylor & Francis
  • Publication date: 9/28/1996
  • Series: Haworth Marketing Resources Series
  • Edition description: New Edition
  • Edition number: 1
  • Pages: 224
  • Product dimensions: 5.90 (w) x 8.30 (h) x 0.70 (d)

Table of Contents


  • Preface
  • Acknowledgments
  • The Manager’s Dilemma
  • The High-Risk Profile: How to Identify Potentially Violent Employees
  • The Actors: Employees Who Act Primarily on the Basis of Their Emotions
  • The Fragmentors: Employees Who See No Continuity Between Actions and Results
  • The Me-Firsts: Employees Who Focus Almost Exclusively on Their Own Needs
  • The Wooden Sticks: Employees Who Approach Life Inflexibly
  • The Mixed-Messengers: Employees Who Behave in Passive-Aggressive Ways
  • The Escape Artists: Employees Who Avoid Reality
  • The Shockers: Employees Whose Behaviors Change Suddenly, Dramatically, and/or for the Worse
  • The Strangers: Employees Who Behave in Remote or Withdrawn Ways
  • What You Must—and Must Not—Do as a Manager When Employees Behave in High-Risk Ways
  • How Managers Unknowingly Encourage High-Risk Behaviors
  • Preventive Steps Managers Can Take to Discourage High-Risk Behaviors: Changing Informal Policies
  • Preventive Steps Managers Can Take to Discourage High-Risk Behaviors: Training, Behavioral Criteria, and Other Official Policies
  • The Marketing Side: How to Deal With External and Internal Customers If a Crisis Occurs at Work
  • Balancing Caution with Compassion
  • Index
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