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Destructive Organizational Communication And Manipulation: Emergent Forms, Consequences And Coping In The Function Of Smarter Organizational Solutions

Author

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  • Mario Bogdanović

    (Istrian University of Applied Sciences in Pola, Croatia)

Abstract

PThe aim of this paper is to list and explain the manifestations of destructive organizational communication (N=24) and manipulation (N=26) as important communication phenomena in the area of dark side management/black art of management/dark managerial skills. For that purpose it is used the method of description, synthesis and insight. From an organizational/social point of view, it is important to identify, recognize and deal with destructive/deviant communication phenomena that occur and manifest in many forms in order to minimize organizational/social damage (e.g. functional organizational stupidity/stupidity management). Techniques of destructive organizational manipulation were collected through insight into sources and life experience. Total of N=50 known/unknown techniques are connected with functional organizational stupidity and stupidity management as regular consequences of successful use of explicit destructive and manipulative techniques. As features of coping with the mentioned „dark“ communication techniques, preventive and reactive measures are listed and explicated. This is done in order to control destructive communication tendencies and create/maintain the desired productive (smart) organizational communication climate.

Suggested Citation

  • Mario Bogdanović, 2023. "Destructive Organizational Communication And Manipulation: Emergent Forms, Consequences And Coping In The Function Of Smarter Organizational Solutions," Romanian Economic Business Review, Romanian-American University, vol. 18(1), pages 65-84, March.
    • Handle: RePEc:rau:journl:v:18:y:2023:i:1:p:65-84
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    References listed on IDEAS

    as
    1. Mario Bogdanović & Milota Vetráková & Stanislav Filip, 2018. "Dark triad characteristics between economics & business students in Croatia & Slovakia: what can be expected from the future employees?," Entrepreneurship and Sustainability Issues, VsI Entrepreneurship and Sustainability Center, vol. 5(4), pages 967-991, June.
    2. Mats Alvesson & André Spicer, 2012. "A Stupidity-Based Theory of Organizations," Journal of Management Studies, Wiley Blackwell, vol. 49(7), pages 1194-1220, November.
    3. Mario BOGDANOVIĆ, 2016. "Manipulation of human mind as dominant strategy in achieving tax compliance," Romanian Economic Business Review, Romanian-American University, vol. 11(1), pages 24-51, March.
    4. Izabela Jonek Kowalska, 2012. "Synergy Effects in the Mergers of Collieries," International Journal of Synergy and Research, ToKnowPress, vol. 1(2), pages 103-122.
    5. Mario Bogdanović, 2021. "Hypocrisy Management: How To Resolve Some Basic Business Ethics Problems?," Romanian Economic Business Review, Romanian-American University, vol. 16(2), pages 20-39, June.
    6. Long‐Zeng Wu & Frederick Hong‐kit Yim & Ho Kwong Kwan & Xiaomeng Zhang, 2012. "Coping with Workplace Ostracism: The Roles of Ingratiation and Political Skill in Employee Psychological Distress," Journal of Management Studies, Wiley Blackwell, vol. 49(1), pages 178-199, January.
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