...practice nurse manger role. Discussion will ensue regarding the nurse manager role: historical development; original and current educational preparation requirements; licensing, certification, continuing education, value requirements, skill requirements, options in the employment setting; issues of concern; and future projections. Based on the informed understanding of the nurse manager role new insights, personal strengths, and personal challenges that are envisioned for a nurse assimilating to this role will be provided. Introduction Leadership is an integral part of nursing. Grossman and Valiga suggest that leadership is not necessarily tied to a position of authority (Grossman & Valiga, 2005, p. 4). Also suggested by Grossman and Valiga, is that each professional nurse has the potential and the responsibility to provide leadership in each of our individual areas of practice, institutions, professional organizations, communities, and our profession as a whole (Grossman & Valiga, 2005, p. 4). Leadership is a course in undergraduate education and nurses in any role are leaders in many capacities. The purpose of this paper is to look at the nurse manager role: historical development, educational preparation, skill requirements, value requirements, role options, concerns, future projections, and my perspective. Historical Development of Nurse Manager Role The first nursing leader was Florence Nightingale and leadership was implicitly discussed in the scope and standards...
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...Journal of Management 1999, Vol. 25, No. 3, 385– 415 Human Resources Management: Some New Directions Gerald R. Ferris University of Mississippi Wayne A. Hochwarter University of Alabama M. Ronald Buckley University of Oklahoma Gloria Harrell-Cook Mississippi State University Dwight D. Frink University of Mississippi The theory, research, and practice of Human Resource Management (HRM) has evolved considerably over the past century, and experienced a major transformation in form and function primarily within the past two decades. Driven by a number of significant internal and external environmental forces, HRM has progressed from a largely maintenance function, with little if any bottom line impact, to what many scholars and practitioners today regard as the source of sustained competitive advantage for organizations operating in a global economy. In this 25th anniversary Yearly Review issue, we conduct a less comprehensive and more focused review of the field of HRM. In doing so, we attempt to articulate some key concepts and issues that can be productively integrated with HRM to provide some interesting and important directions for future work, and consider ways to bridge the gap between the science and practice of HRM. © 1999 Elsevier Science Inc. All rights reserved. This 1999 Yearly Review marks the 25th anniversary of the Journal of Management, and indeed, over this quarter century, the organizational sciences have witnessed an evolution...
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...SAGE India website gets a makeover! Global Products Enhanced Succinct Intuitive THE Improved Interactive Smart Layout User-friendly Easy Eye-catching LEADING WORld’s LEADING Independent Professional Stay tuned in to upcoming Events and Conferences Search Navigation Feature-rich Get to know our Authors and Editors Why Publish with SAGE ? World’s LEADING Publisher and home and editors Societies authors Professional Academic LEADING Publisher Natural World’s Societies THE and LEADING Publisher Natural authors Societies Independent home editors THE Professional Natural Societies Independent authors Societies and Societies editors THE LEADING home editors Natural editors Professional Independent Academic and authors Academic Independent Publisher Academic Societies and authors Academic THE World’s THE editors Academic THE Natural LEADING THE Natural LEADING home Natural authors Natural editors authors home World’s authors THE editors authors LEADING Publisher World’s LEADING authors World’s Natural Academic editors World’s home Natural and Independent authors World’s Publisher authors World’s home Natural home LEADING Academic Academic LEADING editors Natural and Publisher editors World’s authors home Academic Professional authors Independent home LEADING Academic World’s and authors home and Academic Professionalauthors World’s editors THE LEADING Publisher authors Independent home editors Natural...
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...energize individuals who use Organization Development: A Reader in their teaching – instructors who teach courses on organizational change, OD, the history of the field, leading change, consulting skills, and organizational effectiveness and health in undergraduate and graduate programs in management, the professions, and the administrative sciences, as well as those involved in professional development and corporate education activities. More specifically, this guide provides opportunities for both new and seasoned educators to learn more about (1) the possibilities in teaching about organizational change and development; (2) ways to design courses or successful learning modules for diverse student audiences using Organization Development; and (3) suggested cases, activities, and other support materials that complement use of Organization Development. Overview of the Instructor’s Guide This instructor’s guide is divided into four parts. PART 1 provides an introduction to Organization Development: A Reader. It discusses the overall purpose and content of the book, the philosophy and central tenets that underpin it. PART 2 explores teaching with Organization Development. It contains chapter-by-chapter summaries and suggested ways to think about teaching various kinds and levels of OD and change courses. PART 3 provides a sample syllabus for a graduate-level change course, learning modules on consulting skills, teaching activities, and case suggestions. PART 4 summarizes sources...
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... measure the impact of a global corporation’s social efforts can seem almost unmanageable. The facets of influence seem to multiply the harder you look at the question. Who is being impacted? (Individuals, communities, an industry sector, a nation, the world?) What’s the nature of the impact? (Something we can easily measure, like greater income, or something more nebulous like empowerment?) Finally, how efficiently is that impact delivered? (In terms of management, operations, return on investment? How do our efforts leverage the firm’s core competencies or unique resources? How did we do against some measure of what impact we might have achieved had we invested our resources differently?) Evaluation can range from collecting a few key data points every month to undertaking a decade-‐long academic analysis. Which is better? It all depends on what your goals are. For example, take a PepsiCo water ...
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...MANAGING CHANGE WITH AN INTERCULTURAL TEAM Master’s (one year) thesis in Informatics (15 credits) Lee Wennerström 2012MAGI11 I Title: Managing change with an intercultural team Publishing year: 2013 Author: Lee Wennerström Supervisor: Anders Hjalmarsson Abstract: The study explores the subjects of organizational change and management of intercultural teams. The goal of the study is to spread knowledge about how an intercultural team should be managed in order to assure the best possible success of an organizational change initiative. It has long been recognized that organizations constantly need to change in order to stay competitive. At the same time it has also been recognized that organizations today operate on the global arena with operations spread to many different parts of the world. It is thus important to understand how an intercultural team should be managed in order to assure the success of an organizational change initiative. The aim of this study has been to provide information and guidelines that may be used by academia as well as professionals to better understand how to manage an intercultural team that conducts an organizational change. A total of six different guidelines have been presented in this research - each one important in assuring an effective teamwork and a successful organizational change. The study has been conducted using a qualitative research approach and the method used for gathering data has been interviews as well as literature studies...
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...CHAPTER 15: COMPETENCY-BASED PAY Overview: This chapter looks at pay based on competencies, the knowledge, skills, and abilities that make employees valuable to an organization. INTRODUCTION The distinguished Management educator, Ed Lawler, in an article looking back at the dot-com era and its implications for the future of Compensation Administration concludes that this era "accelerated an inevitable move from focusing on paying individuals for the job they do to paying individuals for the skills knowledge and competencies they have."1 This is not the only article that states that paying for the person would replace paying for the job in the future. There was a whole rash of articles in the late 1980's to the mid 1990's that carried the same theme. It is significant that since then there has not been more attention paid to this idea. Competency pay is a fancy term given to the idea of paying for the person rather than the job. In fact, very few compensation plans pay for only one thing. As discussed in the first chapter of this text, pay can be based upon the job, the person or their performance, and most systems are combinations of all three. The real questions are which one will be the base platform for the other two and what weight will each have in the decision of how much to pay the individual. The past chapter focused upon a compensation system based upon the job. In the chapters that follow this one, we will examine how factors relating to the person and to his or...
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...African Journal of Business Management Vol.6 (22), pp. 6456-6464, 6 June, 2012 Available online at http://www.academicjournals.org/AJBM DOI: 10.5897/AJBM11.2673 ISSN 1993-8233 ©2012 Academic Journals Review Key issues in cross-cultural business communication: Anthropological approaches to international business Tian Guang* and Dan Trotter Shantou University, Shantou City, Guangdong Province, Southern China. Accepted 8 March, 2012 Cultural factors have long been known to influence the communication and success potential of competition. Cultural awareness shapes how business firms behave in cross-culturally reflected international markets. It is broadly recognized that cultural factors act as invisible barriers in international business communications. Understanding cultural differences is one of the most significant skills for firms to develop in order to have a competitive advantage in international business. This paper probes some key elements of cross-cultural issues in international business communication and provides a framework for creating competitive advantage for firms engaged in international business. Culture affects many aspects of international business communication. It impacts free trade policies, localization and standardization strategy decisions, advertising, brand effectiveness, business relationships, international business management, international marketing, international negotiation, and consumer behavior. Seven themes are suggested as guidelines...
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...capability and innovation: Comparative studies of innovative firms from the south of Brazil. PAULO ANTÔNIO ZAWISLAK Graduate Center on Business Administration Management School Federal University of Rio Grande do Sul Rua Washington Luiz, 855, Porto Alegre, RS, 90.010-000, Brazil paz@ea.ufrgs.br ANTÔNIO DOMINGOS PADULA Graduate Center on Business Administration Management School Federal University of Rio Grande do Sul Rua Washington Luiz, 855, Porto Alegre, RS, 90.010-000, Brazil apadula@ea.ufrgs.br LÁZARO SUMBA QUIMI Graduate Center on Business Administration Management School Federal University of Rio Grande do Sul Rua Washington Luiz, 855, Porto Alegre, RS, 90.010-000, Brazil lsumba@hotmail.com CAROLINE PRATES Graduate Center on Business Administration Management School Federal University of Rio Grande do Sul Rua Washington Luiz, 855, Porto Alegre, RS, 90.010-000, Brazil carol.prates@ibest.com.br POMS 23rd Annual Conference Chicago, Illinois, U.S.A. April 20 to April 23, 2011 The firm’s operational capability and innovation: Comparative studies of innovative firms from the south of Brazil. Abstract: In emergent economies, firm’s innovation is often a survival issue. This research is focused on the operational capability concept and it is intended to explain, in a comprehensive way, how this capability matters and supports innovation. This paper analyzes firms, which working under standard technology, innovate and export. Key words: Brazil;...
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...Cameron.ffirs 10/11/05 1:46 PM Page iii Diagnosing and Changing Organizational Culture Based on the Competing Values Framework REVISED EDITION The Jossey-Bass Business & Management Series Cameron.ffirs 10/11/05 1:46 PM Page i Diagnosing and Changing Organizational Culture Cameron.ffirs 10/11/05 1:46 PM Page ii Kim S. Cameron Robert E. Quinn Cameron.ffirs 10/11/05 1:46 PM Page iii Diagnosing and Changing Organizational Culture Based on the Competing Values Framework REVISED EDITION The Jossey-Bass Business & Management Series Cameron.ffirs 10/11/05 1:46 PM Page iv Copyright © 2006 by John Wiley & Sons, Inc. All rights reserved. Published by Jossey-Bass A Wiley Imprint 989 Market Street, San Francisco, CA 94103-1741 www.josseybass.com No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400, fax 978-646-8600, or on the Web at www.copyright.com. Requests to the publisher for permission should be addressed to the Permissions Department...
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...Chapter 5 Organizational Development and Change Chapter Overview The organizational development (OD) tradition is a practitioner-driven intervention-oriented approach to effecting organizational change via individual change, with view to increasing effectiveness. It is implemented within a problem-solving model, places a heavy accent on survey-based problem diagnosis and subordinates people to a vision of the future. Commitment-based strategies of effecting change assume that the impetus for change must come from the bottom up, whilst compliance-based strategies involve the creation of behavioural imperatives for change. Various ‘employee involvement’ strategies are reviewed, but there is little evidence for their effectiveness either as a means of securing commitment or enhanced performance, or as a means of leverage for change. Culture is assumed to be the primary vehicle for change within the OD tradition, although the relationship between culture and the change process is ill understood. Finally, the assumptions underpinning team development, and its implementation, are critically examined. The organizational culture literature itself is fraught with epistemological debate. Practitioners are interested in management by measurement and manipulation of culture. Theoreticians of culture, however, aim to understand the depth and complexity of culture. Unresolved issues remain regarding how to define culture, the difference between culture and climate, measurement/levels...
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...Chapter 5 Organizational Development and Change Chapter Overview The organizational development (OD) tradition is a practitioner-driven intervention-oriented approach to effecting organizational change via individual change, with view to increasing effectiveness. It is implemented within a problem-solving model, places a heavy accent on survey-based problem diagnosis and subordinates people to a vision of the future. Commitment-based strategies of effecting change assume that the impetus for change must come from the bottom up, whilst compliance-based strategies involve the creation of behavioural imperatives for change. Various ‘employee involvement’ strategies are reviewed, but there is little evidence for their effectiveness either as a means of securing commitment or enhanced performance, or as a means of leverage for change. Culture is assumed to be the primary vehicle for change within the OD tradition, although the relationship between culture and the change process is ill understood. Finally, the assumptions underpinning team development, and its implementation, are critically examined. The organizational culture literature itself is fraught with epistemological debate. Practitioners are interested in management by measurement and manipulation of culture. Theoreticians of culture, however, aim to understand the depth and complexity of culture. Unresolved issues remain regarding how to define culture, the difference between culture and climate, measurement/levels...
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...assume that many of the evolutionary adaptations our brain has undergone in connection with communication have been directed at improving the efficiency and effectiveness of face-to-face communication, which begs the question: What happens when we selectively suppress face-to-face communication elements (e.g., colocation, the ability to employ/observe facial expressions) through e-communication technologies? This paper tries to provide an answer to this question by developing a hypothesis, called the media naturalness hypothesis, which builds on modern human evolution theory. The media naturalness hypothesis argues that, other things being equal, a decrease in the degree of naturalness of a communication medium (or its degree of similarity to the face-to-face medium) leads to the following effects in connection with a communication interaction: (1) increased cognitive effort, (2) increased communication ambiguity, and (3) decreased physiological arousal. It is argued that the media naturalness hypothesis has important implications for the selection, use, and deployment of e-communication tools in organizations, particularly in the context of...
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...Organizational Development and Change The organizational development (OD) tradition is a practitioner-driven intervention-oriented approach to effecting organizational change via individual change, with view to increasing effectiveness. It is implemented within a problem-solving model, places a heavy accent on survey-based problem diagnosis and subordinates people to a vision of the future. Commitment-based strategies of effecting change assume that the impetus for change must come from the bottom up, whilst compliance-based strategies involve the creation of behavioural imperatives for change. Various ‘employee involvement’ strategies are reviewed, but there is little evidence for their effectiveness either as a means of securing commitment or enhanced performance, or as a means of leverage for change. Culture is assumed to be the primary vehicle for change within the OD tradition, although the relationship between culture and the change process is ill understood. Finally, the assumptions underpinning team development, and its implementation, are critically examined. The organizational culture literature itself is fraught with epistemological debate. Practitioners are interested in management by measurement and manipulation of culture. Theoreticians of culture, however, aim to understand the depth and complexity of culture. Unresolved issues remain regarding how to define culture, the difference between culture and climate, measurement/levels of analysis, and the relationship...
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...Bachelor's thesis Degree Programme In Hospitality Management Hospitality Management 2012 Veera Korjala CULTURAL DIVERSITY IN HOSPITALITY MANAGEMENT – How to improve cultural diversity workforce BACHELOR'S THESIS | ABSTRACT TURKU UNIVERSITY OF APPLIED SCIENCES Degree Programme In Hospitality Management | Hospitality Management 2012 | 64 Susanna Saari Veera Korjala CULTURAL DIVERSITY IN HOSPITALITY MANAGEMENT The bachelor´s thesis investigates cultural diversity in the hospitality management. It aims at presenting effective ways to improve cultural diversity in a workplace. This study was commissioned by JW Marriott San Antonio Hill Country Resort & Spa in Texas, USA and three hotels in Stillwater, Oklahoma, USA: Atherton Hotel, Hampton Inn & Suites and Residence Inn. The bachelor´s thesis incorporates culture theories and their applications to the workplace. Additionally, it focuses on cultural diversity dimensions in hospitality workplace, such as its benefits and challenges, its reflection in the work environment which have been related to the organization’s cultural diversity management. Eventually it provides solutions, such as a corporate strategic plan which focuses on the improvement of cultural diversity in the workplace by means of cultural diversity training. These best practices of cultural diversity are discussed in detail both in the literature review and in the study. The bachelor’s thesis has used two research methods, both qualitative and quantitative...
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