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As age grows, changes in the characteristics of the mental system, personality, mood, as well as the physiological aspects of the managers and changes in their behavior are created. These behavioral changes in managers can be externalized and show it in organizational behavior. The aim of research is investigating and   describing the role of personality development due to the increasing age of managers on organizational climate. The method used in this study is causal-comparative method and 72 companies senior managers and their employees have been studied in two groups. The results showed that the characters of narcissism, perfectionism, excitement seeking and stress coping have changed with the age of  managers. Also, the Average test of two communities shows a significant difference on the seven components of organizational climate (Esprit, harassment, Hindrance, Intimacy, consideration, Aloofness and Thrust in the organizational climate) and in relation to the component of Production emphasis, was not significant difference in quantity in the two test group which indicates that managers of all ages emphasize production, which is the main goal of  organization. Also, the results of multivariate regression showed  that  personality components  affected on the organization's climate components.

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Attention to sexual harassment at workplace is a new phenomenon which has been the focus of researchers since the 1970s. There are many models and theories to explain sexual causes, most of which have socio-cultural, biological and personality roots,as well as organizational and cognitive origins. Recently, a multi-factor model has combined all factors to investigate this phenomenon. In this article, we have conducted in-depth interviews with 31 sexual harassment victims (with age groups ranging from 23 to 47). Applying the Snowball Method, the study found what the members of the focus group described their experiences and it analyzed the sexual harassment based on patterns and theories. In response to causes of sexual harassment, the findings of this study show that biological, social, cultural, organizational, and cognitive factors are effective but not sufficient in themselves and a multifactorial pattern can be used to explain the influential variables of this phenomenon.
 

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Sexual harassment at workplace is a phenomenon that has many implications for women. Also, organizations and other employees are not immune to the devastating consequences of sexual harassment against women. Victimized women respond to harassment differently, such as silence, tolerance, bullying and aggression, leaving the workplace and even positive responding to sexual demands. In this article, in-depth interviews with victims will address the reactions and effects of harassment. We have also used the same tool to analyze the consequences of sexual harassment in organizations. The main questions of the study were the type of victim response to the harasser, the impact of the harassment on the victim, and the organization or other staff. The findings are obtained from interpretation and classification of in-depth and semi-structured interviews with 25 women in 23-47 age groups. They were selected from those with bachelor and doctoral degrees and working in government and private sectors. In order to obtain data, 5 open-ended and semi-structured interviews were conducted with 5 managers and administrative and financial assistants of public and private companies. The results of qualitative content analysis of interviews with victims, focused group, and the organizational management panel showed that women's responses differed by education, age, public or workplace privacy, from fear and silence to aggressive responses and complaints. And even retreats toward harassers were different. From individual perspective, harassment causes depression, morbid fears, prolonged anxiety, pessimism and suspicion, physical illness, labeling and social isolation. From an organizational point of view, there is virtually no protection mechanism for victims, which results in the abandonment of work, unwanted displacements, harassing dismissals, and even harassment and reduced organizational productivity.