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Articles 1 - 21 of 21
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Leveraging Workplace Diversity In Organizations, Alison M. Konrad
Leveraging Workplace Diversity In Organizations, Alison M. Konrad
Organization Management Journal
Research identifies several substantial barriers to the building of good working relationships among diverse cultural groups, and diversity must be managed if organizations are to attain the benefits promised by the business case for diversity. Many organizations have created diversity initiatives to address the demographic changes in the labor force and customer base, but few have achieved the goal of developing a truly multicultural organization. This article tracks best practices for managing diversity as well as future trends managers should prepare for. Managing diversity successfully requires a long-term commitment, and research suggests that employees respond well to diversity best practices …
Editor's Introduction, Eric H. Kessler
Editor's Introduction, Eric H. Kessler
Organization Management Journal
No abstract provided.
Effective Empowerment In Organizations, Gary A. Yukl, Wendy S. Baker
Effective Empowerment In Organizations, Gary A. Yukl, Wendy S. Baker
Organization Management Journal
Psychological empowerment is the perception that workers can help determine their own work roles, accomplish meaningful work, and influence important decisions. Empowerment has been studied from different perspectives, including employee perceptions, leadership behaviors, and management programs. Despite positive rhetoric, programs designed to increase empowerment seldom achieve the benefits promised. Inconclusive and seemingly contradictory outcomes stem from the fact that few companies give employees significant control and access to management information. A half century of research suggests that empowerment strategies can offer real benefits. We outline facilitating conditions for effective empowerment, including characteristics of organizations, leaders, employees, and the work itself.
When Reality And Rules Collide: Understanding The Business Context Of Ethical Decisions, Timothy D. Golden, Kathleen Dechant
When Reality And Rules Collide: Understanding The Business Context Of Ethical Decisions, Timothy D. Golden, Kathleen Dechant
Organization Management Journal
With the series of ethics scandals over the last decade, more and more companies have created, updated, or clarified their corporate codes of conduct. Yet even though tougher and more detailed guidelines are in place, managers often find themselves questioning the validity and application of some rules in certain situations. In particular, when managers experience a disconnect between company rules and what is actually occurring on the job, they are faced with the choice of whether or not to adhere to the rules, or bend or break them. This inbasket exercise simulates a day in the life of a corporate …
Editor's Introduction, Eric H. Kessler
Editor's Introduction, Eric H. Kessler
Organization Management Journal
No abstract provided.
“Nuts!” An Experiential Exercise In Ethics And Decision Making, D. Jeffrey Lenn
“Nuts!” An Experiential Exercise In Ethics And Decision Making, D. Jeffrey Lenn
Organization Management Journal
The current debate about how to address managerial misconduct in American business has renewed an interest in the role of ethics in business school curricula. The search for pedagogical tools by which to ensure effective teaching of ethics has led to experiential learning as an important method. This exercise introduces business ethics through a focus on a purchasing decision in a local grocery. It lays a foundation for understanding the interplay between ethics and everyday decision making in order to clarify the ethical dimension of decision making in business. The process of setting up the exercise as well as facilitating …
Fostering Emotional And Social Intelligence In Organizations, Craig R. Seal, Richard E. Boyatzis, James R. Bailey
Fostering Emotional And Social Intelligence In Organizations, Craig R. Seal, Richard E. Boyatzis, James R. Bailey
Organization Management Journal
This paper integrates diverse research to provide a theoretical model of the process whereby emotional and social intelligence (ESI) is fostered in organizations. The purpose of this paper is to provide: (1) an overview of the theory of ESI, including the historical contributions and current conceptualizations; (2) the impact of ESI on performance, including the research evidence and examples of organizations using ESI; (3) developing ESI competencies and a model for desirable, sustainable change; and (4) a call to action for education and management, including guidelines for fostering ESI in organizations. Unlike general intelligence or personality, the key assumption and …
When Reality And Rules Collide: Understanding The Business Context Of Ethical Decisions, Timothy D. Golden, Kathleen Dechant
When Reality And Rules Collide: Understanding The Business Context Of Ethical Decisions, Timothy D. Golden, Kathleen Dechant
Organization Management Journal
With the series of ethics scandals over the last decade, more and more companies have created, updated, or clarified their corporate codes of conduct. Yet even though tougher and more detailed guidelines are in place, managers often find themselves questioning the validity and application of some rules in certain situations. In particular, when managers experience a disconnect between company rules and what is actually occurring on the job, they are faced with the choice of whether or not to adhere to the rules, or bend or break them. This inbasket exercise simulates a day in the life of a corporate …
“Nuts!” An Experiential Exercise In Ethics And Decision Making, D. Jeffrey Lenn
“Nuts!” An Experiential Exercise In Ethics And Decision Making, D. Jeffrey Lenn
Organization Management Journal
The current debate about how to address managerial misconduct in American business has renewed an interest in the role of ethics in business school curricula. The search for pedagogical tools by which to ensure effective teaching of ethics has led to experiential learning as an important method. This exercise introduces business ethics through a focus on a purchasing decision in a local grocery. It lays a foundation for understanding the interplay between ethics and everyday decision making in order to clarify the ethical dimension of decision making in business. The process of setting up the exercise as well as facilitating …
Fostering Emotional And Social Intelligence In Organizations, Craig R. Seal, Richard E. Boyatzis, James R. Bailey
Fostering Emotional And Social Intelligence In Organizations, Craig R. Seal, Richard E. Boyatzis, James R. Bailey
Organization Management Journal
This paper integrates diverse research to provide a theoretical model of the process whereby emotional and social intelligence (ESI) is fostered in organizations. The purpose of this paper is to provide: (1) an overview of the theory of ESI, including the historical contributions and current conceptualizations; (2) the impact of ESI on performance, including the research evidence and examples of organizations using ESI; (3) developing ESI competencies and a model for desirable, sustainable change; and (4) a call to action for education and management, including guidelines for fostering ESI in organizations. Unlike general intelligence or personality, the key assumption and …
Leveraging Workplace Diversity In Organizations, Alison M. Konrad
Leveraging Workplace Diversity In Organizations, Alison M. Konrad
Organization Management Journal
Research identifies several substantial barriers to the building of good working relationships among diverse cultural groups, and diversity must be managed if organizations are to attain the benefits promised by the business case for diversity. Many organizations have created diversity initiatives to address the demographic changes in the labor force and customer base, but few have achieved the goal of developing a truly multicultural organization. This article tracks best practices for managing diversity as well as future trends managers should prepare for. Managing diversity successfully requires a long-term commitment, and research suggests that employees respond well to diversity best practices …
Effective Empowerment In Organizations, Gary A. Yukl, Wendy S. Baker
Effective Empowerment In Organizations, Gary A. Yukl, Wendy S. Baker
Organization Management Journal
Psychological empowerment is the perception that workers can help determine their own work roles, accomplish meaningful work, and influence important decisions. Empowerment has been studied from different perspectives, including employee perceptions, leadership behaviors, and management programs. Despite positive rhetoric, programs designed to increase empowerment seldom achieve the benefits promised. Inconclusive and seemingly contradictory outcomes stem from the fact that few companies give employees significant control and access to management information. A half century of research suggests that empowerment strategies can offer real benefits. We outline facilitating conditions for effective empowerment, including characteristics of organizations, leaders, employees, and the work itself.
Indoctrination, Diversity, And Teaching About Spirituality And Religion In The Workplace, Donald W. Mccormmick
Indoctrination, Diversity, And Teaching About Spirituality And Religion In The Workplace, Donald W. Mccormmick
Organization Management Journal
The author reflects on his experience and discusses problems in teaching a course about spirituality and religion in the workplace. Sometimes indoctrination happens when professors treat their own spiritual ideology as the truth, or they require students to engage in religious practices in class. Indoctrination is teaching people “to accept a system of thought uncritically.” The management education literature has little to say about indoctrination. Indoctrination can be avoided by (1) ensuring informed consent, (2) designing learning activities for students from all spiritual perspectives, (3) teaching about the topic (instead of taking the “how to” approach), (4) presenting diverse spiritual …
The New Breed Of Black South African Senior Managers: Helping South African Businesses Meet The Challenge Of A Transforming Economy, Sylvia Sloan Black, Marta A. Geletkanycz
The New Breed Of Black South African Senior Managers: Helping South African Businesses Meet The Challenge Of A Transforming Economy, Sylvia Sloan Black, Marta A. Geletkanycz
Organization Management Journal
Blacks, while still not an integral part of the management structure in the South African economy, are making gains. As management composition changes, cultural issues will become more salient. Early senior black managers were well versed in the Anglo/American cultures due to foreign education and work experience. Future gains will likely come from internal promotion. This new breed of black managers will be more immersed in their native culture. We posit that, although conflicts between Anglo/American business customs and customs based on the African ubuntu tradition may occur, South African firms will become stronger through increased diversity in senior management …
Mindsets And Internationalization Success: An Exploratory Study Of The British Retail Grocery Industry, Sucheta Nadkarni, Pedro David Perez, Benjamin Morganstein
Mindsets And Internationalization Success: An Exploratory Study Of The British Retail Grocery Industry, Sucheta Nadkarni, Pedro David Perez, Benjamin Morganstein
Organization Management Journal
Despite the growing pressures of internationalization, failures in international efforts are becoming increasingly widespread. Previous literature has developed external environmental and internal firm-specific explanations of international success, but has ignored the role of mindsets in understanding international failures. This gap is especially important because recent studies contend that the mindsets or the way top managers make sense of their global environment is central to international decision making and outcomes. We propose that mindsets are important in explaining international success. We compare the mindsets of two matched firms in the British retail grocery industry—one successful (Tesco) and another unsuccessful (Sainsbury)—from 1988 …
The Impact Of Managerial Networking Relationships On Organizational Performance In SubSaharan Africa: Evidence From Ghana, Moses Acquaah
The Impact Of Managerial Networking Relationships On Organizational Performance In SubSaharan Africa: Evidence From Ghana, Moses Acquaah
Organization Management Journal
This paper focuses on how managerial networking relationships developed with external entities affect organizational performance using survey data from organizations in Ghana. Networking relationships with external entities are established so as to obtain resources, valuable information, and to acquire and exploit knowledge, in order to overcome the high level of uncertainty in the business environment. The findings provide strong support that managerial networking relationships developed with top managers of other firms, government bureaucratic officials, community leaders, and leaders of employee unions and representatives enhance organizational performance. However, managerial networking relationships developed with politicians at different levels of government are either …
Knowledge Entrepreneurship: A New Paradigm For Organizational Performance, S.M Taha
Knowledge Entrepreneurship: A New Paradigm For Organizational Performance, S.M Taha
Business Review
Last decade of the twentieth century experienced cataclysmic changes in organizations’ structure and their performance. Organizations are now considered as sentient being. They think through their systems; they plan through their functionaries; they perform through their resources (human and capital assets). Now they have become a basic building bloc of our today’s corporate world. We can list several themes that brought changes in culture, design and environment of contemporary organizations all over the world. These include: globalization, interdependence and free markets economy. These trends forced countries and organizations to reshape their economic and business strategies. One factor, however that can …
Taking The Charisma Out: Teaching As Facilitation, Joseph A. Raelin
Taking The Charisma Out: Teaching As Facilitation, Joseph A. Raelin
Organization Management Journal
The author provides a personal account of his transition from attempting to use charisma to transmit knowledge to students to removing it so that students can themselves experience knowledge as a basis for learning. Consistent with inquiry-based democratic pedagogy, the author demonstrates how he became more a facilitator of learning than its transmitter. He shows how putting charisma into unscheduled classroom inquiry rather than into the teacher’s delivery can produce knowledge collectively and concurrently co-constructed in service of action.
Course-Linked Service-Learning In Management Education: Lessons Learned, Susan R. Madsen
Course-Linked Service-Learning In Management Education: Lessons Learned, Susan R. Madsen
Organization Management Journal
One reason that academic service-learning is still not utilized in some schools of business is that their faculty and administrators remain uninformed and uneducated about this pedagogy. This article was written to help bridge the gap between theory and practice with regard to the actual design and implementation of servicelearning in management education. In this article, I will discuss the design, implementation, experiences, student suggestions, changes, and reflections related to a human resource course taught during the springs of 2003 and 2004.
A Strategic Management Learning Laboratory: Integrating The College Classroom And The College Human Resource Management Environment, Theodore D. Peters, Jeffrey S. Yanagi
A Strategic Management Learning Laboratory: Integrating The College Classroom And The College Human Resource Management Environment, Theodore D. Peters, Jeffrey S. Yanagi
Organization Management Journal
This capstone course extended the classroom to include practitioner-focused research projects and presentations to senior-level campus management. The course served as a student learning laboratory for experiencing working-world settings, problems, and expectations, using the controlled environment of a college human resource management office, working with the Director of Human Resource Management. Learning outcomes included 1) effectively using multiple business communication skills, 2) applying quantitative and qualitative reasoning for problem solving to integrate, synthesize and apply complex information for addressing practical problems; 3) experience in adapting to a real-life, changing environment, and 4) making management decisions that reflected the dynamic interrelationships …
Student Self-Assessment: A Tool For Engaging Management Students In Their Learning, Andy T. Dungan, Leigh Gronich Mundhenk
Student Self-Assessment: A Tool For Engaging Management Students In Their Learning, Andy T. Dungan, Leigh Gronich Mundhenk
Organization Management Journal
This article discusses the use of student self-assessment (SSA) for formative and summative assessment in two undergraduate programs, a management program and a leadership program, to encourage students to become more engaged in their learning. Using action research, we used an iterative process of changing or refining our methods to accommodate the differences in our teaching environments, concluding that different methods may be desirable in different environments, and that students appear to benefit from SSA regardless of the method used. Five overlapping themes emerged in the data we collected: how SSA 1) provided students with the opportunity to see the …