Organizational Communication Commons^™

Central Florida Future, Vol. 39 No. 96, June 18, 2007

Central Florida Future

UCF plans $40k scholarship for med school; Helping hands; Tower IV residents have fire scare 9 hours after Tivoli; Group gunning for NRA approval; Soldiers mentor future scholars.

Central Florida Future, Vol. 39 No. 95, June 11, 2007

Central Florida Future

Disaster in Tivoli; Crist tuition veto shows up at faculty contract talk; Big Man on campus.

Central Florida Future, Vol. 39 No. 94, June 4, 2007

Central Florida Future

Pi Kappa Phi suspended until '11; 10,000 fans for 10,000 days; Homeless find ares to legally sleep, eat.

Patient Care News: June 2007, St. Cloud Hospital

Patient Care News

Ticket to Ride

New MSE Reporting Policy & MEDMARX

New Medication Index System for Classifying MSE Events in MEDMARX

Important steps to remember for MEDMARX

MSE Reporting in MEDMARX (Pocket Card)

PAL: Pacifier Assisted Learning

Temporary Pay Incentives

CRT Review Seminar (Jun. 30 - Jul. 1) “Living With Grief” packets

Oral Care Protocol (new policy)

Oral Care Policy

2007 Nurses Week Poster Winners Life Link III Achieves CAMTS Accreditation

Clinical Ladder

Ua12/8 Annual Report, Wku Police

WKU Administration Documents

Statistical report of crimes reported to and services rendered by the WKU Police Department during the fiscal year 2004-2007. Includes some five year comparisons.

Central Florida Future, Vol. 39 No. 93, May 28, 2007

Central Florida Future

Walkout letters get answer from Hitt; 5% increase gets axed; Experts predict active hurricane season; Hollinger chooses cabinet; Pioneering professor honored for studies.

Central Florida Future, Vol. 39 No. 92, May 21, 2007

Central Florida Future

UCF student dies in tragic car crash; OFNB rallies against mayor; The adventure ends; Residents agree on bridge plans; Video of potential suspect released.

Central Florida Future, Vol. 39 No. 91, May 14, 2007

Central Florida Future

Officials say UCF is secure from wildfire threat; Triumph and troubles down the river wild; Police stop group from feeding the homeless; Students' mental health a concern; Low tuition costs in Fla. may increase by 5 percent.

Central Florida Future, Vol. 39 No. 90, May 7, 2007

Central Florida Future

No abstract provided.

Ua1b3/3 Development Of A Faculty Athletic Mentoring Program, Wku Athletics Committee

WKU Administration Documents

Report of the subcommittee on faculty athletic mentoring programs.

Patient Care News: May 2007, St. Cloud Hospital

Patient Care News

2007 Nurse Week

Medmarx: MSE Online Reporting

Med Review in Overdose Management Procedures and New Policy

Saline for Reconstitution of Medications

Look-Alike/Sound-Alike Meds

New TACs System Blood Transfusion Policy Update

Communicating with Nursing Supervisors/PPC Balance and Dizziness Program

Guest Trays Magnet Force 10: Community & the Healthcare Organization

Clinical Ladder Developmental Programs: Educational and Professional

Lessons In Leadership: Robert Oppenheimer And The Los Alamos Laboratory, Richard C. Ringer

Organization Management Journal

The leadership of Robert Oppenheimer, Director of the Los Alamos Laboratory during WWII, serves as a vivid lesson in leadership. The recollections of those who worked with Oppenheimer at Los Alamos clearly attribute much of the success of the laboratory to Oppenheimer’s leadership. Of specific interest are: Oppenheimer's efforts in recruiting, his ability to create a sense of meaning and purpose at the laboratory, his technical competence, and his ability to generate commitment and involvement among members of the laboratory.

Experiential Learning Association Special Issue Best Experiential Exercises From The Eastern Academy Of Management, 2006, Donald E. Gibson

Organization Management Journal

No abstract provided.

Discovering The Enemy Within: An Exercise In Unintended Thought, Carolyn I. Chavez, Yiling Ge

Organization Management Journal

This experiential exercise addresses a complex and many faceted problem in organizational psychology that is sometimes referred to as false consciousness. By bringing the subconscious into focus, we learn how we got where we are, and more importantly, we learn that while our environment may affect our beliefs, attitudes, and behaviors, we are in no way helpless pawns of our socialization. The exercise is a fun house of mirrors, providing opportunities to address myriad organizational behavior issues. We explore how much of our current behaviors are due to socialization, conscious thought, and context. We investigate intended versus actual behaviors, our …

Individual Incentives Versus Team Performance: Lessons From A Game Of Charades, Shawn E. Peacock, Patricia Denise Lopez, Marlon F. Sukal

Organization Management Journal

In this article, we describe a modified game of Charades that was developed to facilitate a discussion on the basic principles of effective reward system design. Students are organized into small groups. Incentive schemes are then manipulated so that one player within the group strives for an individual incentive, while the rest of the team play for a group reward. Through this simple and “fun” activity, students learn firsthand what happens when individual and team interests and incentives are not aligned. This experiential learning activity also offers excellent opportunities to discuss group dynamics, communication and coordination, and the importance of …

The Group Creativity Exercise Getting Mbas To Work And Think Effectively In Groups, David E. Desplaces, Steven W. Congden, Power Boothe

Organization Management Journal

This experiential exercise is designed to engage participants in a process of group creativity that helps students lead or be a part of a creative team. The challenging and tangible nature of building a room­height tower provides a heightened experience that elicits many issues and strong emotions. The exercise provides a robust platform from which the instructor can choose which of many group creativity subtopics to emphasize. In addition to exercise instructions, guidance is given on how learning goals related to creativity techniques, group development, interpersonal dynamics, and leadership—can be addressed in a debriefing discussion. Both “pre­taught” and “retrospective” teaching …

Making A Difference: A Professional, Scholarly, And Engaged Eam, Eric H. Kessler

Organization Management Journal

No abstract provided.

Lessons In Leadership: Robert Oppenheimer And The Los Alamos Laboratory, Richard C. Ringer

Organization Management Journal

The leadership of Robert Oppenheimer, Director of the Los Alamos Laboratory during WWII, serves as a vivid lesson in leadership. The recollections of those who worked with Oppenheimer at Los Alamos clearly attribute much of the success of the laboratory to Oppenheimer’s leadership. Of specific interest are: Oppenheimer's efforts in recruiting, his ability to create a sense of meaning and purpose at the laboratory, his technical competence, and his ability to generate commitment and involvement among members of the laboratory.

Special Remembrance Of Barry Armandi, Bonita Betters-Reed

Organization Management Journal

No abstract provided.

Major Transitions At Omj!- A New Editor And A New Publisher, Bill Ferris

Organization Management Journal

No abstract provided.

Exercising Control At Sports Rehab Network, Mark Mensch, Barry Armandi, Herbert Sherman

Organization Management Journal

This is a field-based disguised case describing how an entrepreneur who develops a successful rehabilitation business now must operate within the confines of a bureaucratic hospital setting. The CEO of the hospital who had ordered him not to seek any new ventures given the hospital’s cash flow problems was stymieing his entrepreneurial orientation. The case has a difficulty level appropriate for a junior level course in small business management and entrepreneurship. The case is designed to be taught in one class period (may vary from sixty minutes to one hundred minutes depending upon the course structure and the instructional approach …

Experiential Learning Association Special Issue Best Experiential Exercises From The Eastern Academy Of Management, 2006, Donald E. Gibson

Organization Management Journal

No abstract provided.

Using Published Arbitration Decisions To Develop Teaching Examples, Cases And Exercises, Margaret A. Lucero

Organization Management Journal

A sample of arbitration decisions are published every year on a wide variety of topics including workplace fighting, theft, insubordination, attendance problems, alcohol or drug abuse, and sexual harassment. These published cases provide interesting, timely, and complex examples of actual events. Using this material as a basis, unique, realistic cases and exercises can be developed to focus on many different workplace topics.

Special Remembrance Of Barry Armandi, Bonita Betters-Reed

Organization Management Journal

No abstract provided.

Major Transitions At Omj!- A New Editor And A New Publisher, Bill Ferris

Organization Management Journal

No abstract provided.

Using Published Arbitration Decisions To Develop Teaching Examples, Cases And Exercises, Margaret A. Lucero

Organization Management Journal

A sample of arbitration decisions are published every year on a wide variety of topics including workplace fighting, theft, insubordination, attendance problems, alcohol or drug abuse, and sexual harassment. These published cases provide interesting, timely, and complex examples of actual events. Using this material as a basis, unique, realistic cases and exercises can be developed to focus on many different workplace topics.

Making A Difference: A Professional, Scholarly, And Engaged Eam, Eric H. Kessler

Organization Management Journal

No abstract provided.

Individual Incentives Versus Team Performance: Lessons From A Game Of Charades, Shawn E. Peacock, Patricia Denise Lopez, Marlon F. Sukal

Organization Management Journal

In this article, we describe a modified game of Charades that was developed to facilitate a discussion on the basic principles of effective reward system design. Students are organized into small groups. Incentive schemes are then manipulated so that one player within the group strives for an individual incentive, while the rest of the team play for a group reward. Through this simple and “fun” activity, students learn firsthand what happens when individual and team interests and incentives are not aligned. This experiential learning activity also offers excellent opportunities to discuss group dynamics, communication and coordination, and the importance of …

Discovering The Enemy Within: An Exercise In Unintended Thought, Carolyn I. Chavez, Yiling Ge

Organization Management Journal

This experiential exercise addresses a complex and many faceted problem in organizational psychology that is sometimes referred to as false consciousness. By bringing the subconscious into focus, we learn how we got where we are, and more importantly, we learn that while our environment may affect our beliefs, attitudes, and behaviors, we are in no way helpless pawns of our socialization. The exercise is a fun house of mirrors, providing opportunities to address myriad organizational behavior issues. We explore how much of our current behaviors are due to socialization, conscious thought, and context. We investigate intended versus actual behaviors, our …

The Group Creativity Exercise Getting Mbas To Work And Think Effectively In Groups, David E. Desplaces, Steven W. Congden, Power Boothe

Organization Management Journal

This experiential exercise is designed to engage participants in a process of group creativity that helps students lead or be a part of a creative team. The challenging and tangible nature of building a room­height tower provides a heightened experience that elicits many issues and strong emotions. The exercise provides a robust platform from which the instructor can choose which of many group creativity subtopics to emphasize. In addition to exercise instructions, guidance is given on how learning goals related to creativity techniques, group development, interpersonal dynamics, and leadership—can be addressed in a debriefing discussion. Both “pre­taught” and “retrospective” teaching …