The Duality of Race and Gender for Managerial African American Women: Implications of Informal Social Networks on Career Advancement

Research suggests that women have progressed in equalizing their representation, status, and earning power as managers in organizations. These improvements may not reflect the career advancement of managerial African American women. African American women contend with the convergence of race and gender in improving their organizational standing and career advancement opportunities. The literature on workplace social networks indicates that informal more than formal socialization systems are salient in advancing careers. Due to the duality of race and gender, African American women in managerial and executive positions may be forced into out-group status in terms of informal social networks. Informal social networks for managerial African American women may be less accessible and may operate under different dimensions than for their African American male and White female and male counterparts. Critical examination of the effect of the interaction of race and gender on informal networks of managerial African American women in organizations is needed

Constitutional Law - How the Fourth Amendment Applied to Public High School Students - New Jersey v. T.L.O

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The Paradox of Knowledge Creation in a High-Reliability Organization: A Case Study

We employed an instrumental case study of a multisystem hydroelectric power producer, a high-reliability organization (HRO), to explore how new knowledge is created in a context in which errors may result in destruction, catastrophic consequences, and even loss of human life. The findings indicate that knowledge creation is multilevel, nested within three levels of paradox: paradox of knowing, paradox of practice, and paradox of organizing. The combination of the lack of opportunity for errors with the dynamism of the HRO context necessitates that individuals work through multiple paradoxes to generate and formalize new knowledge. The findings contribute to the literature on knowledge creation in context by explicating the work practices associated with issue recognition, resolution, and refinement, and the formalization of knowledge in failure-intolerant organizations

The Paradox of Knowledge Creation in a High-Reliability Organization: A Case Study

We employed an instrumental case study of a multisystem hydroelectric power producer, a high-reliability organization (HRO), to explore how new knowledge is created in a context in which errors may result in destruction, catastrophic consequences, and even loss of human life. The findings indicate that knowledge creation is multilevel, nested within three levels of paradox: paradox of knowing, paradox of practice, and paradox of organizing. The combination of the lack of opportunity for errors with the dynamism of the HRO context necessitates that individuals work through multiple paradoxes to generate and formalize new knowledge. The findings contribute to the literature on knowledge creation in context by explicating the work practices associated with issue recognition, resolution, and refinement, and the formalization of knowledge in failure-intolerant organizations

The Paradox of Knowledge Creation in a High-Reliability Organization: A Case Study

We employed an instrumental case study of a multi-system hydroelectric power producer, a high-reliability organization (HRO), to explore how new knowledge is created in a context in which errors may result in destruction, catastrophic consequences, and even loss of human life. The findings indicate that knowledge creation is multilevel, nested within three levels of paradox: paradox of knowing, paradox of practice, and paradox of organizing. The combination of the lack of opportunity for errors with the dynamism of the HRO context necessitates that individuals work through multiple paradoxes in order to generate and formalize new knowledge. The findings contribute to the literature on knowledge creation in context by explicating the work practices associated with issue recognition, resolution, and refinement, and the formalization of knowledge in failure-intolerant organizations

Religious Discrimination and Racial Harassment: What Ever Happened to MarShawn DeMur? -- Student Workbook

The diversity of the domestic and global workforce is increasing due to the growing number of immigrants and the expansion of global operations. The management of religious differences and the interface of varying religious beliefs and management practices are profound concerns for many organizations and human resource professionals. Religious communities may be quite different in beliefs and practices, and this can influence employee interaction with formal and informal work practices and social norms. Additionally, response to religious differences can sometimes be intertwined with racial biases and attitude predispositions. This case will depict a particular organizational situation involving an employee’s religious beliefs and the resulting allegations of racial harassment and religious discrimination

Religious Discrimination and Racial Harassment: What Ever Happened to MarShawn DeMur? -- Instructor’s Manual

Case Learning Objectives: Establish the basis for and recognition of potential d nn isparate treatment and disparate impact situations in the workplace. Analyze the legal requirements for employers in considering and/or accommodating employee religious beliefs and preferences in the workplace. Examine the interface of judicial precedent, legislative intent, Title VII and organizational policy/managerial decision-making. Recognize the roles and responsibilities of human resource (HR) professionals in addressing these issues. Target Audience: Undergraduate and graduate level students who have a basic background in HR management and equal employment/diversity issues. This case works best in conjunction with the study of equal employment opportunity, diversity or selection. Before introducing the case, the instructor should develop students’ knowledge and understanding of the basic legal and organizational concepts associated with these areas. This would include providing students with information about relevant laws and terms pertinent to this case (see Supplemental Instructor Materials). This can be done through a lecture with a slide presentation; alternatively, the instructor can distribute information to students prior to case presentation and assign them to research the terms as well as applicable laws, regulations and court decisions

Revisiting \u3ci\u3eBrown v. Board of Education\u3c/i\u3e: A Cultural, Historical-Legal, and Political Perspective

This Article explores how Brown v. Board of Education and subsequent Court decisions have impacted the structure of society and racial cultural tradition of America. Brown ranks among the first instances in which a modern American institution actually tackled the cultural basis of racism and discrimination. More directly, during oral arguments to consider the separate but equal doctrine of Plessy v. Ferguson, the Justices seemed to have understood the political and cultural importance of possibly overturning the doctrine that shaped race relations for more than fifty years. The Warren Court’s strategy to treat severally the constitutional pronouncement and the remedial decree suggests its awareness of how the separate but equal doctrine legitimated and gave rise to the institution of racial practices and a way of life that was clearly manifested throughout the American society. These racial practices and patterns were particularly manifested in the South. The separate but equal doctrine did not create the racial culture addressed in Brown and subsequent decisions, but rather represented the constitutionalization of post-Civil War cultural traditions and policy. Since Brown, considerable attention has been devoted to the capacity and limitations of the Supreme Court and courts in general to bring about social change. In the literature, at least three large camps have emerged. One camp insists that the courts, especially the Supreme Court, have played a significant role in policy-making. Some in this camp argue that the courts’ unique structural location permits them to protect the rights of individuals and groups. The second camp generally has an unfavorable perception of a signal participatory role of the Supreme Court and lower courts in policy-making. Researchers in this camp bring forth powerful arguments that question the capacity and legitimacy of the courts’ involvement and institutional reform. The third camp sees the courts, particularly the Supreme Court, as neither being all powerful, nor entirely impotent. Scholars in this camp assume a middle ground. They argue that under certain circumstances courts can be agents of social change, represent the politically weak, and advance the interest of the excluded and under-represented. The effort of this Article is not to support any of these three camps, but rather to examine the extent to which the Supreme Court and the principles of Brown and subsequent decisions have served as cultural transformers in the area of race

The Tale of Two Cultures: Attitudes towards Affirmative Action in the United States and India

This study seeks to inform multinational corporations as they integrate domestic and international affirmative action policies and strategies. Improvement of these abilities can have important implications for human resource management and organizational productivity outcomes. To increase our understanding of the international perspectives of affirmative action, we examine employee perceptions of the structure of affirmative action plans in the United States and India. The differences in affirmative action plans implemented in these countries as well as country cultural differences offer interesting backdrops for examining cross-country differences in employee perceptions of affirmative action