Sixty per cent of people at work admit to one or more intimate relationship. A recently completed international workplace survey highlights that many people intermingle their private and work lives. Time spent on tasks, the intensity of team relationships and the sharing of common interests make work a multi-purpose site, satisfying personal needs as well as ambitions and career drives. Are managers prepared to face such challenges? No. However, through understanding workplace intimacy practices, firm guidance for managers is provided to better prepare them to address such sensitive encounters.

Autorentext

ANDREW KAKABADSE is Professor of International Management Development at Cranfield School of Management in the UK. NADA K. KAKABADSE is Professor in Management and Business Research at Northampton Business School in the UK. Together they have extensively researched and published in the areas of leadership, boards, governance and outsourcing. They are both currently engaged in international surveys on boardroom governance and the governance of government and societies. Previous publications include The Geopolitics of Governance, Smart Sourcing: International Best Practice, and Essence of Leadership.

Zusammenfassung
More and more personal relationships are being formed at work. In fact 60% of people of differing status and earning capacity ranging from chairmen, to policemen, to secretary admit to one or more intimate relationships in the workplace. With greater time spent at work and increasing intensity of teamwork, organizations are now serving multiple interests, from professional to distinctly personal and intimate. The greater majority of those involved in intimate encounters are pleasant, hard working, positive contributors to the continued success of their teams, departments and whole enterprise.But can their managers cope? This book clearly highlights that organizations are found wanting in not having instituted policies and practices to equitably address this emerging phenomenon. As a result, many of those involved in intimate workplace relations report themselves as defensive and dissatisfied with their organization and their bosses, particularly as they feel they have conducted themselves professionally and with propriety. Thus through better understanding of intimacy in the workplace, firm guidance for managers is offered to better prepare them to effectively address such sensitive encounters and still maintain positive and motivating relationships with their peers and subordinates.

Inhalt

SECTION ONE: INTRODUCTION SECTION TWO: WHAT WE KNOW SO FAR Sexuality and Religion Intimacy at Work Appropriate Workplace Behaviour Harassment Intimacy Barriers and Consequences SECTION THREE: THE STUDY Demographics Intimacy: Nature and Context Nature of Relationships at Work Intimacy Outcomes and Impact Those Directly Involved Third Party Involved IT Revolution Management Intervention Company Policy SECTION FOUR: ADDRESSING INTIMACY