This document summarizes a book review of the book "Employee-Organization Linkages: The Psychology of Commitment, Absenteeism & Turnover".
The review provides both positive and negative feedback on the book. Positively, it develops the concept of organizational commitment in a clear way and provides a useful tool to measure commitment. However, it fails to fully clarify the complex relationship between commitment and behavior. Specifically, it does not adequately explore how different dimensions of commitment like effort and attachment separately relate to performance. Overall, the book advances understanding of commitment but leaves room for future research to provide more conceptual clarity.
Working paper - Industrial Economics (only descriptive statistics)serena boccardo
Enterprise Surveys data gave almost no information on the total factor productivity performances of firms belonging to the former Soviet Union area. An analysis of gender gaps at the top - firm owners and CEOs - was suggested but not yet carried out.
Working paper - Industrial Economics (only descriptive statistics)serena boccardo
Enterprise Surveys data gave almost no information on the total factor productivity performances of firms belonging to the former Soviet Union area. An analysis of gender gaps at the top - firm owners and CEOs - was suggested but not yet carried out.
The literature review draws on the mainstream corporate governance literature in finance as its base and highlights the differences in motives between real estate and non-real estate related merger activity.
Research in Management Accounting (Pesquisa em contabilidade gerencial)Felipe Pontes
Palestra realizada na UFPB sobre pesquisa em contabilidade gerencial.
A palestra foi dividida em duas partes. Na primeira, a Professora Kate Horton apresentou o seu artigo e na segunda ela falou sobre o processo de publicação deste artigo.
Critical management studies
and “mainstream” organization
science
A proposal for a rapprochement
Max Visser
Nijmegen School of Management, Institute of Management Research,
Radboud University, Nijmegen, The Netherlands
Abstract
Purpose – The purpose of this paper is to propose a rapprochement between the field of critical
management studies (CMS) and what is constructed here as the “mainstream” of organization theory
and research.
Design/methodology/approach – The paper contains a comparative analysis of relevant literature
from the fields of organization theory, political science and political psychology.
Findings – It is found, first, that at least four instances of “mainstream” theory and research more or
less share CMS assumptions; second, that CMS and “mainstream” may benefit from mutual contact
(using the example of the “power elite” discussion in the 1950s and 1960s); third, that CMS and
“mainstream” may benefit from “mainstream” operationalization of CMS-concepts (using the example
of the development of the F-scale in the 1930s and 1940s).
Originality/value – The paper ranks among the first to search for convergences between two fields
that seem firmly divided in both theoretical and institutional terms.
Keywords Critical management, Organizational theory, Management power
Paper type Conceptual paper
Introduction
Since the 1970s a field of organization studies has emerged that explicitly takes a
critical stance towards modern practices of management and organization and to
(what is constructed in this paper as) the “mainstream”[1] of scientific theory and
research on these practices (Grey and Willmott, 2005a). Given this dual purpose of
critiquing management and the studies thereof, this field has appropriately labeled
itself as critical management studies (CMS).
Although the field of CMS is not easily defined and demarcated, some common lines
of thought can be discerned. Put briefly, CMS scholars argue for a critical conception of
management “in which research is self-consciously motivated by an effort to discredit,
and ideally eliminate, forms of management and organization that have institutionalized
the opposition between the purposefulness of individuals and the seeming givenness
and narrow instrumentality of work-process relationships” (Alvesson and Willmott,
1992, p. 4). This givenness (or naturalness) of relationships needs to be critically
examined (or de-naturalized), because what is treated as natural or given often masks
The current issue and full text archive of this journal is available at
www.emeraldinsight.com/1934-8835.htm
The author thanks Jos Benders, Yvonne Benschop, Rene ten Bos, Hans Doorewaard,
Erik Poutsma, and the Editor and two anonymous reviewers for their critical (both with and
without capital C) and stimulating comments on earlier drafts of this paper.
IJOA
18,4
466
International Journal of
Organizational Analysis
Vol. 18 No. 4, 2010
pp. 466-478
q Emerald Group Publishing Limited
1934-88.
C IO Best Practices & Rubric ITJonathan Hujsak’s chapter on susta.docxhumphrieskalyn
C IO Best Practices & Rubric IT
Jonathan Hujsak’s chapter on “sustainability’ really tails Hugos closely as it does the previous chapter on green. Many of the arguments in both previous chapters are reincarnate in this chapter. I do not see much value in re-discussing electricity and the carbon footprint. I was struck by several aspects of this chapter. The author writes (187): “Information technology holds the promise of revolutionary improvements in global enterprise sustainability that will dramatically enhance enterprise agility, increase operational efficiency, and even turn cost centers into profit centers.” Several innovations in data management are reshaping the IT landscape. These are discussed in the chapter: server virtualization, storage virtualization, desktop virtualization, and the near future network virtualization. As an executive, the question raised by the chapter regarding virtualization as a sustainability strategy is less than a yes/no, but a when/how. We will ask ourselves, and discuss, the extent to which the virtualization of processing portends the removal of a dedicated IT staff. We will discuss the extent to which the CIO is no longer the manager of a dedicated expert staff, but fully engaged in vendor management and service oversight. Finally we should ask ourselves the extent to which bricks and mortar will even define the corporation as an entity. The corporation, or at least its administrative wing, is more of an abstract. Does it matter if the processing engine of your corporate data is in Bangladesh or Nairobi? Does it matter what flag the vendor’s employees salute or what god they worship? Once we have achieved global network infrastructure stability and redundancy, we may find ourselves seriously questioning our understanding of “corporation” or even employment.
Read the articles to answer the question. Please No Plagiarism or Verbatim but you MUST use a lot of quotes from the articles.
Academy ol Managwneni Review. 1989. VoL 14. No. i, S7-7i
Agency Theory: An Assessment
and Review
KATHLEEN M. EISENHARDT
Stanford University
Agency theory is an important, yet controversial, theory. This paper
reviews agency theory, its contributions to organization theory, and
the extant empirical work and develops testable propositions. The
conclusions are that agency theory (a) offers unique insight into in-
formation systems, outcome uncertainty, incentives, and risk and (b)
is an empirically valid perspective, particularly when coupled with
complementary perspectives. The principal recommendation is to in-
corporate an agency perspective in studies of the many problems
having a cooperative structure.
One day Deng Xiaoping decided to take his
grandson to visit Mao. "Call me granduncle,"
Mao offered warmly. "Oh, 1 certainly couldn't
do that. Chairman Mao," the awe-struck child
replied. "Why don't you give him an apple?"
suggested Deng. No sooner had Mao done so
than the boy happily chirped, "Oh thank you.
Grandunc ...
Corporate social responsibility institutional drivers a comparative study fro...Adam Shafi Shaik PhD.
ABSTRACT
This study develops an internal–external institutional framework that explains why firms act in socially responsible ways in the emerging country context of India and Saudi Arabia. Utilizing a mixed method of in-depth study selected companies & individuals, the author found that internal institutional factors, including ethical corporate culture and top management commitment, and external institutional factors, including globalization pressure, Government embeddedness, and normative social pressure, will affect the likelihood of firms to act in socially responsible ways. In particular, implicit ethical corporate culture plays a key role in predicting different aspects of corporate social responsibility (CSR), while external institutional mechanisms mainly predict market-oriented CSR initiatives. This study contributes to the research on CSR antecedents by showing that in the emerging economy of India and Saudi Arabia, CSR toward non market stakeholders is more close
4 Part One Introduction Welcome to the Field of Organizati.docxgilbertkpeters11344
4 Part One Introduction
Welcome to the Field of Organizational Behaviorl
The opening story about Brasilata reveals some important truths about organizations that
succeed in todays turbulent environment. I n every sector of the economy, organizations
need to be innovative, employ skilled and motivated people who can work in teams, have
leaders wi th foresight and vision, and make decisions that consider the interests of multiple
stakeholders. In other words, the best companies succeed through the concepts and prac-
tices that we discuss in this book on organizational behavior.
The purpose of this book is to help you understand what goes on in organizations, in -
cluding the thoughts and behavior of employees and teams. We examine the factors that
make companies effective, improve employee well-being, and drive successful collabora-
tion among coworkers. We look at organizations from numerous and diverse perspectives,
from the deepest foundations of employee thoughts and behavior (personahty, self-concept,
commitment , etc.) to the complex interplay between the organization's structure and
culture and its external environment. Along this journey, we emphasize why things happen
and what you can do to predict and manage organizational events.
We begin in this chapter by introducing you to the field of organizational behavior (OB)
and why it is important to your career and to organizations. Next, this chapter describes the
"ultimate dependent variable" i n OB by presenting the four main perspectives of organiza-
tional effectiveness. This is followed by an overview of three challenges facing organiza-
tions: global izat ion, increasing workforce diversity, and emerging employment
relationships. We complete this opening chapter by describing four anchors that guide the
development of organizational behavior knowledge.
The Field of Organizational Behavior
"r" I Organizational behavior (OB) is the study of what people think, feel, and do in and around
' organizations. It looks at employee behavior, decisions, perceptions, and emotional
responses. It examines how individuals and teams in organizations relate to one another and
to their counterparts in other organizations. OB also encompasses the study of how organi-
zarions interact wi th their external environments, particularly in the context of employee
behavior and decisions. OB researchers systematically study these topics at multiple levels of
analysis, namely, the individual, team (including interpersonal), and organization.^
The definition of organizational behavior begs the question: What are organizations?
Organizations are groups of people who work interdependently toward some purpose.^
Notice that organizations are not buildings or government-registered entities. In fact, many
organizations exist without either physical walls or government documentation to confer
their legal status. Organizations have existed for as long as people have worked together.
M.
The literature review draws on the mainstream corporate governance literature in finance as its base and highlights the differences in motives between real estate and non-real estate related merger activity.
Research in Management Accounting (Pesquisa em contabilidade gerencial)Felipe Pontes
Palestra realizada na UFPB sobre pesquisa em contabilidade gerencial.
A palestra foi dividida em duas partes. Na primeira, a Professora Kate Horton apresentou o seu artigo e na segunda ela falou sobre o processo de publicação deste artigo.
Critical management studies
and “mainstream” organization
science
A proposal for a rapprochement
Max Visser
Nijmegen School of Management, Institute of Management Research,
Radboud University, Nijmegen, The Netherlands
Abstract
Purpose – The purpose of this paper is to propose a rapprochement between the field of critical
management studies (CMS) and what is constructed here as the “mainstream” of organization theory
and research.
Design/methodology/approach – The paper contains a comparative analysis of relevant literature
from the fields of organization theory, political science and political psychology.
Findings – It is found, first, that at least four instances of “mainstream” theory and research more or
less share CMS assumptions; second, that CMS and “mainstream” may benefit from mutual contact
(using the example of the “power elite” discussion in the 1950s and 1960s); third, that CMS and
“mainstream” may benefit from “mainstream” operationalization of CMS-concepts (using the example
of the development of the F-scale in the 1930s and 1940s).
Originality/value – The paper ranks among the first to search for convergences between two fields
that seem firmly divided in both theoretical and institutional terms.
Keywords Critical management, Organizational theory, Management power
Paper type Conceptual paper
Introduction
Since the 1970s a field of organization studies has emerged that explicitly takes a
critical stance towards modern practices of management and organization and to
(what is constructed in this paper as) the “mainstream”[1] of scientific theory and
research on these practices (Grey and Willmott, 2005a). Given this dual purpose of
critiquing management and the studies thereof, this field has appropriately labeled
itself as critical management studies (CMS).
Although the field of CMS is not easily defined and demarcated, some common lines
of thought can be discerned. Put briefly, CMS scholars argue for a critical conception of
management “in which research is self-consciously motivated by an effort to discredit,
and ideally eliminate, forms of management and organization that have institutionalized
the opposition between the purposefulness of individuals and the seeming givenness
and narrow instrumentality of work-process relationships” (Alvesson and Willmott,
1992, p. 4). This givenness (or naturalness) of relationships needs to be critically
examined (or de-naturalized), because what is treated as natural or given often masks
The current issue and full text archive of this journal is available at
www.emeraldinsight.com/1934-8835.htm
The author thanks Jos Benders, Yvonne Benschop, Rene ten Bos, Hans Doorewaard,
Erik Poutsma, and the Editor and two anonymous reviewers for their critical (both with and
without capital C) and stimulating comments on earlier drafts of this paper.
IJOA
18,4
466
International Journal of
Organizational Analysis
Vol. 18 No. 4, 2010
pp. 466-478
q Emerald Group Publishing Limited
1934-88.
C IO Best Practices & Rubric ITJonathan Hujsak’s chapter on susta.docxhumphrieskalyn
C IO Best Practices & Rubric IT
Jonathan Hujsak’s chapter on “sustainability’ really tails Hugos closely as it does the previous chapter on green. Many of the arguments in both previous chapters are reincarnate in this chapter. I do not see much value in re-discussing electricity and the carbon footprint. I was struck by several aspects of this chapter. The author writes (187): “Information technology holds the promise of revolutionary improvements in global enterprise sustainability that will dramatically enhance enterprise agility, increase operational efficiency, and even turn cost centers into profit centers.” Several innovations in data management are reshaping the IT landscape. These are discussed in the chapter: server virtualization, storage virtualization, desktop virtualization, and the near future network virtualization. As an executive, the question raised by the chapter regarding virtualization as a sustainability strategy is less than a yes/no, but a when/how. We will ask ourselves, and discuss, the extent to which the virtualization of processing portends the removal of a dedicated IT staff. We will discuss the extent to which the CIO is no longer the manager of a dedicated expert staff, but fully engaged in vendor management and service oversight. Finally we should ask ourselves the extent to which bricks and mortar will even define the corporation as an entity. The corporation, or at least its administrative wing, is more of an abstract. Does it matter if the processing engine of your corporate data is in Bangladesh or Nairobi? Does it matter what flag the vendor’s employees salute or what god they worship? Once we have achieved global network infrastructure stability and redundancy, we may find ourselves seriously questioning our understanding of “corporation” or even employment.
Read the articles to answer the question. Please No Plagiarism or Verbatim but you MUST use a lot of quotes from the articles.
Academy ol Managwneni Review. 1989. VoL 14. No. i, S7-7i
Agency Theory: An Assessment
and Review
KATHLEEN M. EISENHARDT
Stanford University
Agency theory is an important, yet controversial, theory. This paper
reviews agency theory, its contributions to organization theory, and
the extant empirical work and develops testable propositions. The
conclusions are that agency theory (a) offers unique insight into in-
formation systems, outcome uncertainty, incentives, and risk and (b)
is an empirically valid perspective, particularly when coupled with
complementary perspectives. The principal recommendation is to in-
corporate an agency perspective in studies of the many problems
having a cooperative structure.
One day Deng Xiaoping decided to take his
grandson to visit Mao. "Call me granduncle,"
Mao offered warmly. "Oh, 1 certainly couldn't
do that. Chairman Mao," the awe-struck child
replied. "Why don't you give him an apple?"
suggested Deng. No sooner had Mao done so
than the boy happily chirped, "Oh thank you.
Grandunc ...
Corporate social responsibility institutional drivers a comparative study fro...Adam Shafi Shaik PhD.
ABSTRACT
This study develops an internal–external institutional framework that explains why firms act in socially responsible ways in the emerging country context of India and Saudi Arabia. Utilizing a mixed method of in-depth study selected companies & individuals, the author found that internal institutional factors, including ethical corporate culture and top management commitment, and external institutional factors, including globalization pressure, Government embeddedness, and normative social pressure, will affect the likelihood of firms to act in socially responsible ways. In particular, implicit ethical corporate culture plays a key role in predicting different aspects of corporate social responsibility (CSR), while external institutional mechanisms mainly predict market-oriented CSR initiatives. This study contributes to the research on CSR antecedents by showing that in the emerging economy of India and Saudi Arabia, CSR toward non market stakeholders is more close
4 Part One Introduction Welcome to the Field of Organizati.docxgilbertkpeters11344
4 Part One Introduction
Welcome to the Field of Organizational Behaviorl
The opening story about Brasilata reveals some important truths about organizations that
succeed in todays turbulent environment. I n every sector of the economy, organizations
need to be innovative, employ skilled and motivated people who can work in teams, have
leaders wi th foresight and vision, and make decisions that consider the interests of multiple
stakeholders. In other words, the best companies succeed through the concepts and prac-
tices that we discuss in this book on organizational behavior.
The purpose of this book is to help you understand what goes on in organizations, in -
cluding the thoughts and behavior of employees and teams. We examine the factors that
make companies effective, improve employee well-being, and drive successful collabora-
tion among coworkers. We look at organizations from numerous and diverse perspectives,
from the deepest foundations of employee thoughts and behavior (personahty, self-concept,
commitment , etc.) to the complex interplay between the organization's structure and
culture and its external environment. Along this journey, we emphasize why things happen
and what you can do to predict and manage organizational events.
We begin in this chapter by introducing you to the field of organizational behavior (OB)
and why it is important to your career and to organizations. Next, this chapter describes the
"ultimate dependent variable" i n OB by presenting the four main perspectives of organiza-
tional effectiveness. This is followed by an overview of three challenges facing organiza-
tions: global izat ion, increasing workforce diversity, and emerging employment
relationships. We complete this opening chapter by describing four anchors that guide the
development of organizational behavior knowledge.
The Field of Organizational Behavior
"r" I Organizational behavior (OB) is the study of what people think, feel, and do in and around
' organizations. It looks at employee behavior, decisions, perceptions, and emotional
responses. It examines how individuals and teams in organizations relate to one another and
to their counterparts in other organizations. OB also encompasses the study of how organi-
zarions interact wi th their external environments, particularly in the context of employee
behavior and decisions. OB researchers systematically study these topics at multiple levels of
analysis, namely, the individual, team (including interpersonal), and organization.^
The definition of organizational behavior begs the question: What are organizations?
Organizations are groups of people who work interdependently toward some purpose.^
Notice that organizations are not buildings or government-registered entities. In fact, many
organizations exist without either physical walls or government documentation to confer
their legal status. Organizations have existed for as long as people have worked together.
M.
^ Acadumy of Management Journal2001. Vol. 44. No. 2. 219-237.docxhanneloremccaffery
^ Acadumy of Management Journal
2001. Vol. 44. No. 2. 219-237.
A SOCIAL CAPITAL THEORY OF CAREER SUCCESS
SCOTT E. SEIBERT
MARIA L. KRAIMER
•̂ ' ' ' Cleveland State University
ROBERT C. LIDEN
University of Illinois at Chicago
A model integrating competing theories of social capital with research on career
success was developed and tested in a sample of 448 employees with various occupa-
tions and organizations. Social capital was conceptualized in terms of network struc-
ture and social resources. Results of structural equation modeling showed that net-
work structure was related to social resources and that the effects of social resources
on career success were hilly mediated by three network benelits: access to information,
access to resources, and career sponsorship.
Organizational researchers have begun to de-
velop increasingly comprehensive models of career
success using demographic, human capital, work-
family, motivational, organizational, and industry
variables (e.g., Dreher & Ash, 1990; Judge & Bretz,
1994: Judge, Cable. Boudreau, & Bretz. 1995; Kirch-
meyer, 1998). Although this work has provided
considerable evidence regarding the determinants
of career outcomes, the roles of informal interper-
sonal behaviors have not been fully explored (Judge
& Bretz, 1994; Pfeffer, 1989). Popular advice for
getting ahead in one's career rarely fails to mention
the importance of networking for the achievement
of career goals (e.g., Bolles, 1992; Kanter, 1977).
Indeed, Luthans, Hodgetts, and Rosenkrantz (1988)
found that the most successful managers in their
study spent 70 percent more time engaged in net-
working activities and 10 percent more time en-
gaged in routine communication activities than
their less successful counterparts. Recent advances
in social capital theory (Coleman, 1990) have begun
to provide a finer-grained analysis of the ways in-
dividuals' social networks affect their careers in
organizations (Burt, 1992, 1997; Ibarra, 1995;
Podolny & Baron, 1997; Sparrowe & Popielarz,
1995). This theoretical perspective has the poten-
Data were collected and the manuscript was submitted
and processed while Scott E. Seibert was in the Manage-
ment Department at the University of Notre Dame and
Maria L. Kraimer was a graduate student at the Univer-
sity of Illinois at Chicago. Support for this project was
provided by the Management Department at the Univer-
sity of Notre Dame and the Alumni Office of the Univer-
sity of Notre Dame. The current investigation is part of a
larger study of career success.
tial to considerably enhance scholars' knowledge of
the role of social processes in career success.
The first purpose of the current study was to
integrate the current conceptualizations of social
capital as they pertain to career success. Tbree dif-
ferent theoretical approaches—weak tie theory
(Granovetter, 1973), structural hole theory (Burt,
1992), and social resource theory (Lin, 1990)—
focus on different network properties as r.
Exploring The Dimensions and Dynamics of Felt Obligation: A Bibliometric Anal...AJHSSR Journal
ABSTARCT: This study presents, to our knowledge, the first bibliometric analysis focusing on the concept of
"felt obligation," examining 120 articles published between 1986 and 2024. The aim of the study is to deepen our
understanding of the existing knowledge in the field of "felt obligation" and to provide guidance for further
research. The analysis is centered around the authors, countries, institutions, and keywords of the articles. The
findings highlight prominent researchers in this field, leading universities, and influential journals. Particularly,
it is identified that China plays a leading role in "felt obligation" research. The analysis of keywords emphasizes
the thematic focuses of these studies and provides a roadmap for future research. Finally, various
recommendations are presented to deepen the knowledge in this area and promote applied research. This study
serves as a foundation to expand and advance the understanding of "felt obligation" in the field.
KEYWORDS: Felt Obligation, Bibliometric Analysis, Research Trends
Abortion is one of the most difficult and controversial moral issu.docxannetnash8266
Abortion is one of the most difficult and controversial moral issues we will consider. Listen to both sides, even if it is difficult to do. Both sides have important moral insights, even if ultimately these insights are outweighed by the insights of the other side. The goal of this discussion is not to convince you to accept one position over the other, but to help you to understand both sides. As you consider this difficult issue, it is important to distinguish two questions:
· Is abortion morally wrong?
· Should abortion be illegal?
Choose one of the questions above and argue both sides with supporting evidence. Please write your discussion choice in the title line.
For this paper, you will analyze how foresight, creativity, and innovation are separate, yet interrelated, concepts. To prepare for this assignment, Moonshots for Management" (Hamel, 2009) and "Welcome to a World of Change: Life in the 21st century" (Puccio, et al, 2012) . Also consider the tensions between innovation and creativity addressed in the article "Institutionalizing Ethical Innovation in Organizations: An Integrated Causal Model of Moral Innovation Decision Processes". Use this article as a foundation for evaluating creativity, foresight, and innovation within an ethical model.
Select an organization – it could be your present company or a previous company for which you worked in the past, or an organization in your personal life (professional, fraternal, charitable, social, etc.) – and describe a situation that demonstrates this organization’s foresight, creativity, and innovation within an ethical model. Some examples situations might include the development of a new product or service, a removal of a barrier to productivity, an action to improve employee productivity, a marketing/advertising campaign that induced more sales, a fund raising drive, a membership drive, etc. Your paper should:
1. Provide an analysis of how the organization demonstrated each of these separate concepts (creativity, innovation, and foresight) in an interrelated and ethical way.
2. Next, analyze the specific situation you have presented in light of foresight, creativity, and innovation in one of the following ways:
3. Analyze how the situation you have presented reflects at least three workplace trends discussed by Puccio, et al. (2012) or,
4. Analyze how at least three of the management challenges and goals discussed by Hamel (2009) helped you to understand the situation you presented.
Sources to use for Puccio is https://class.content.laureate.net/ef3bc76fecf4b728238d30d1115dcfe1.pdf. Sources for Hamel is in the other attachment. Please only use these two references. Thank you.
1
Organizational creativity: a systems approach.
By Gerard J. Puccio and John F. Cabra
Excerpted from The Cambridge Handbook of Creativity, 1st Edition by Kaufman, J.; Sternberg, R.
Copyright 2010 by Cambridge University Press. Reprinted by permission of Cambridge University
Press.
Intro.
Abortion is one of the most difficult and controversial moral issu.docxaryan532920
Abortion is one of the most difficult and controversial moral issues we will consider. Listen to both sides, even if it is difficult to do. Both sides have important moral insights, even if ultimately these insights are outweighed by the insights of the other side. The goal of this discussion is not to convince you to accept one position over the other, but to help you to understand both sides. As you consider this difficult issue, it is important to distinguish two questions:
· Is abortion morally wrong?
· Should abortion be illegal?
Choose one of the questions above and argue both sides with supporting evidence. Please write your discussion choice in the title line.
For this paper, you will analyze how foresight, creativity, and innovation are separate, yet interrelated, concepts. To prepare for this assignment, Moonshots for Management" (Hamel, 2009) and "Welcome to a World of Change: Life in the 21st century" (Puccio, et al, 2012) . Also consider the tensions between innovation and creativity addressed in the article "Institutionalizing Ethical Innovation in Organizations: An Integrated Causal Model of Moral Innovation Decision Processes". Use this article as a foundation for evaluating creativity, foresight, and innovation within an ethical model.
Select an organization – it could be your present company or a previous company for which you worked in the past, or an organization in your personal life (professional, fraternal, charitable, social, etc.) – and describe a situation that demonstrates this organization’s foresight, creativity, and innovation within an ethical model. Some examples situations might include the development of a new product or service, a removal of a barrier to productivity, an action to improve employee productivity, a marketing/advertising campaign that induced more sales, a fund raising drive, a membership drive, etc. Your paper should:
1. Provide an analysis of how the organization demonstrated each of these separate concepts (creativity, innovation, and foresight) in an interrelated and ethical way.
2. Next, analyze the specific situation you have presented in light of foresight, creativity, and innovation in one of the following ways:
3. Analyze how the situation you have presented reflects at least three workplace trends discussed by Puccio, et al. (2012) or,
4. Analyze how at least three of the management challenges and goals discussed by Hamel (2009) helped you to understand the situation you presented.
Sources to use for Puccio is https://class.content.laureate.net/ef3bc76fecf4b728238d30d1115dcfe1.pdf. Sources for Hamel is in the other attachment. Please only use these two references. Thank you.
1
Organizational creativity: a systems approach.
By Gerard J. Puccio and John F. Cabra
Excerpted from The Cambridge Handbook of Creativity, 1st Edition by Kaufman, J.; Sternberg, R.
Copyright 2010 by Cambridge University Press. Reprinted by permission of Cambridge University
Press.
Intro.
Respond to the below discussion questionsDo the following w.docxcarlstromcurtis
Respond to the below discussion questions:
Do the following when responding:
Read the discussions.
Provide substantive comments by
- contributing new, relevant information from course readings, Web sites, or other sources;
- building on the remarks or questions of others; or
sharing practical examples of key concepts from your professional or personal experiences
- Respond to feedback on your posting and provide feedback to other students on their ideas.
Make sure your writing is
- clear, concise, and organized;
- demonstrates ethical scholarship in accurate representation and attribution of sources; and
- displays accurate spelling, grammar, and punctuation.
Discussion #1
How does systems thinking apply to an organization’s culture, goals, and structures?
First, one of the greatest aspects of our country is the ability to provide opportunity; one of the saddest part of our country is when that opportunity forgets its original mission, serving others. I make these arguments for this post this week because I ask my fellow peers: how does system thinking (ST) create a space that hinders and destroys its’ original goal? Well, let me first begin by examining the recent closure of over sixty-three Sam Club stores in the United States on Friday, January 12, 2018. According to CNBC, “Walmart is taking prudent steps to prepare for the next generation of retail warfare” (Thomas and Wells, 2018). However, what Walmart fails to the report is the number of employees who went to work yesterday and with no warning, lost their jobs! Whose best interest is at heart? The employee or the stakeholders?
Secondly, I would argue that organizational culture produces an organizational climate; in terms of communication, basically, how communication interactions are positively or negatively carried in a culture, they can have an incredible impact on the climate. An organizational climate can be reciprocal and can clearly influence a culture – look again, at Walmart Sam Club store closings. Thus, I posit this question: what does the leader have an ability to execute? Next, how well can they sell that vision?
According to our text, authors, Uhl-Bien, Schermerhorn, and Osborn (2014) elucidate, “one of the most accepted conclusions of scientific research to date is that there is no single best way to handle people and the situations that develop as they work together in organizations” Uhl-Bien., et.al, 2014). Thus, for the staff at Walmart the transformation process was ignored and employees (and yes, some stakeholders) were deeply affected by the lack of transparency executed by ST in a clear and evidently broken system. Sadly, socioeconomic class plays a vital role in a lot of decision making for larger corporations in terms of whom they decided to provide goods and services to consumers.
How are the stakeholders in an organization interconnected and interrelated?
Stakeholders in organization are interconnected and interrelated becaus ...
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Safalta Digital marketing institute in Noida, provide complete applications that encompass a huge range of virtual advertising and marketing additives, which includes search engine optimization, virtual communication advertising, pay-per-click on marketing, content material advertising, internet analytics, and greater. These university courses are designed for students who possess a comprehensive understanding of virtual marketing strategies and attributes.Safalta Digital Marketing Institute in Noida is a first choice for young individuals or students who are looking to start their careers in the field of digital advertising. The institute gives specialized courses designed and certification.
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June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Biological screening of herbal drugs: Introduction and Need for
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Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
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Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
1. 300 INDUSTRIAL AND LABOR RELATIONS REVIEW
fair share of the fruits of their laborquot; (p. 6). expressed in the 1973 piece reprinted in the
However, the disctission is implicitly within the book.) Some of the articles also show a poor or
context of capitalist society, in contrast to Vanek's superficial understanding of labor movement
The Participatory Economy (1971). Moreover, the history and operations.
discussion focuses more on the workplace than The book evokes the spirit of late 1960s and
on society at large, in contrast to Pateman's Par- early 1970s countercultural radicalism brought
ticipation and Democratic Theory (1970). into the workplace. Not that the concerns about
Without going into particular detail on the workplace hierarchy, authority, and equity are
failures of hierarchically-controlled workplaces, passe, it just seems that much ofthis book needs
the readings in the book discuss alternative ways updating. As shown by Boyte's The Backyard Rev-
to share the control of workplaces. Many of those olution (1981), Carnoy and Shearer's Economic
who turn to this book will not need convincing Democracy {198), and Whyteetal.'s Worker Own-
of the failures and the need for alternatives. ership and Participation (1983), grass-roots par-
Other readers will not be as convinced as the ticipatory economic development and
editors and their contributors about the need alternatives to corporate control are not '60s
to create alternative structures. Nonetheless, ghosts. They are economic, social, and political
even these more skeptical readers may profit realities of the 1980s. Unfortunately, owing per-
from the perspectives these examinations of the haps to publishing delays, the articles in this
alternatives bring to light concerning legal 1982 book tend to date earlier than 1980. In
structures, ownership, hierarchy, power, and fact, the median date of writing seems to have
decision making in conventional organizations; been 1977-78.
as well as organizational theory, grassroots Despite these flaws, this is overall a fine col-
movements, quality-of-working-life(QWL) proj- lection of pieces documenting the plural con-
ects, and economic development. temporary strains of workplace democracy. The
The selections from other sources and the book's advocacy of a quot;third sectorquot; of self-
articles written originally for this book cover managed enterprises may not be to every read-
theory, case studies, and essays on the practic- er's liking. Nevertheless, its presentation of the
ability of workplace democracy. The theoretical possibilities, particularly through actual exam-
pieces are classics in this young field by Roths- ples, should stimulate further understanding of,
child-Whitt, Bernstein, Berman, and EUerman if not optimism about, workplace democracy.
(a student of Vanek). Even case studies have Arthur Hochner
significant theoretical import. For instance, Assistant Professor of Industrial Relations
Kanter, Stein, and Brinkerhoff use a QWL pro- and Organizational Behavior
gram to develop a theory of co-existing parallel School of Business Administration
structures to meet goals of productivity and par- Temple University
ticipatory democracy.
The case studies are drawn from the widest
assortment of organizations. They include
worker buyouts of manufacturing facilities, older
worker cooperatives (such as San Francisco's Organization
refuse collectors and the Pacific northwest's ply- Employee-Organization Linkages: The Psychol-
wood cooperatives), an insurance company, ogy of Commitment, Absenteeism tf Turnover.
alternative schools, radical legal collectives,
worker-owned groceries and small service busi- By Richard T. Mowday, Lyman Porter and
nesses, and even a feminist illegal abortion col- R. M. Steers. New York: Academic Press,
lective. Some of the articles about these cases 1982. 253 pp. N.p.
are academically analytical and dispassionate
discussions; others are politically rhetorical and Here is good news and bad news for industrial
journalistic narrations; still others are counter- relations users of behavioral research methods.
cultural criticism and self-criticism. Despite the The good news is that at a time industrial rela-
optimism expressed, the editors and contribu- tions research is being increasingly focused on
tors tend to be honest, showing many instances relating industrial relations outcomes to system
of how workplace democracy in America has characteristics, Employee-Organization Linkages
not worked well. A few articles, however, are provides needed impetus to model the effects
too full of dated syndicalist or anti-establishment of industrial relations practices on productivity.
rhetoric. Even sympathetic readers may find The bad news is that this book does not fully
articles by Benello and Gorz tiresome. (Inci- accomplish the task of bringing greater concep-
dentally, Gorz himself has recendy moved away tual clarity to the complex and poorly under-
from the faith in workers' control that he stood employee-organization interface.
2. BOOK REVIEWS 301
The concept of commitment is caretully Another useful feature of the book is a series
developed by the authors to a point where it of research agendas developed, at the end of
can be used by researchers in fields other than each chapter, for both managers and academics.
organizational behavior. Because it sorts out A wide variety of readers will find the book a
some of the theoretical confusion surrounding valuable resource for creative consideration of
the elusive job satisfaction-performance link, the htmian resotirce management issties. Michael E.
concept of organizational commitment could be Gordon etal. (1980), building on previous work
useful to many researchers. In contrast to the of the authors, have reported developing a
concept of job satisfaction, which is mired in measure of commitment to the union (see
controversy over its antecedents, consequences, quot;Commitment to the Union: Development of a
and relative stability over time, commitment is Measure and An Examination of Its Corre-
more precisely and clearly defined by the authors lates,quot; yownw/ of Applied Psychology, Monograph
as a quot;stable attitudequot; that develops over time 65(4), 1980, pp. 479-99). Thus there is evi-
(p. 45). Commitment develops when individuals dence that researchers with varied concerns have
who have quot;needs, desires, skillsquot; find that the found and will continue to find the concept of
organization is able to titilize their skills and organizational commitment useful.
satisfy their needs. In contrast to job satisfaction Despite its efforts to bring conceptual clari-
that is linked to the job, commitment empha- fication to the person-job or person-organization
sizes links to the organization. The authors argue linkage, the book fails to stibstantially improve
that although day-to-day events may cause large our understanding of how commitment relates
fluctuations in job satisfaction, they may not to behavior. For example, the authors describe
cause employees to reassess their over all attach- commitment in terms of the employee's willing-
ment to the organization. To the authors, the ness to retain membership in the organization.
concept of employee linkages to organizations The case of the employee whose productivity is
is the encompassing concept that may be qual- lower than the compensation received from the
itatively described as organizational commit- organization will add quot;errorquot; to the commit-
ment, or quantified in terms of absenteeism or ment -^ productivity relationship because such
turnover. an underperformer will want to stay in the orga-
Commitment is defined and described; and nization (i.e., he or she will score high on OCQ)
an instrument, the Organizational Commitment but contribute relatively less to output. Of 15
Questionnaire (OCQ), to measure commitment items in OCQ, only two explicitly ask respondents
is developed. Painstaking years of research by about effort exerted on the job. The other items
the authors and their associates is evident in the stress loyalty and generally describe attachment
results reported on tests for internal consistency to the organization. This balance of items may
reliability, test-retest reliability, and convergent explain in part why correlations with job per-
and discriminant validity of the instrument. The formance are not as high as those relating com-
book attempts to develop a model of the process mitment to turnover or absenteeism. The
by which commitment develops and affects job authors recognize the negative consequences of
outcomes. In longitudinal studies, commitment commitment at the outset but fail to explore this
was found to be significantly related to job per- important aspect in research reported later on.
formance during early employment, but the link Clearly, commitment as defined by the authors
appeared to fade when monitored later comprises two distinct but related dimensions
(Chapter 3). Clearly, the authors have not of ef'fort and attachment. The authors do not
answered all the questions in this context, but explore the connective conceptual links and
their efforts mark a big step forward. possible empirical separation of these two
Chapters 2 and 3 provide a comprehensive dimensions. Research efforts in the future may
review of the treatment of commitment by other be directed toward further clarification and sep-
writers. Useful summaries of individual, struc- aration of effort and attachment within a gen-
tural, and situational determinants of commit- eralized conceptual framework of commitment.
ment are provided. The book also presents Anil Verma
comprehensive reviews of research on turnover Assistant Professor
and absenteeism—an excellent resource to Faculty of Commerce and
researchers and practitioners alike. Little mate- Business Administration
University of British Columbia
rial here, however, adds to the literature as sub-
stantially as the research on commitment does.