Jana Ozolina, Elina Gaile-Sarkane

Proceedings of the 26th World Multi-Conference on Systemics, Cybernetics and Informatics: WMSCI 2022, Vol. II, pp. 110-114 (2022); https://doi.org/10.54808/WMSCI2022.02.110

Jana Ozolina
Faculty of Engineering Economics and Management, Riga Technical University, Riga, Latvia

Elina Gaile-Sarkane
Faculty of Engineering Economics and Management, Riga Technical University, Riga, Latvia

Cite this paper as:
Ozolina, J., Gaile-Sarkane, E. (2022). Manager and Psychological Terror in a Company: The Impact of Management. In N. Callaos, E. Gaile-Sarkane, S. Hashimoto, B. Sánchez (Eds.), Proceedings of the 26th World Multi-Conference on Systemics, Cybernetics and Informatics: WMSCI 2022, Vol. II, pp. 110-114. International Institute of Informatics and Cybernetics. https://doi.org/10.54808/WMSCI2022.02.110

Every episode of psychological terror is an outcome of a conflict. There is a belief that all conflicts are resolvable if they can be brought to a stage of rational negotiations. However, not all conflicts can be resolved, thus they can turn into a psychological terror against one of the parts involved. Psychological terror in workspace can last as long as it is allowed to exist [1], so its existence depends on the leadership and organization culture. There is no single ideal formula for resolving all conflicts in workspace, so the manager must be endowed with good intuition and creativity in situations when it is necessary to make the right decisions regarding psychological terror in the company. The actions of management generally should be united, forward-looking, and must be able to influence the course of events in the most positive direction, as well as proactively implementing preventive measures of psychological terror.