From Theory To Practice: Recommending Supportive Diversity Practices

Today, organizations must find effective solutions to the challenges brought by diversity. Research suggests that implementing supportive diversity practices help diverse organizations to adapt and sustain by creating a climate for diversity.Based on research and theory, the paper recommends five categories of supportive diversity practices: (1) Using symbolic management to value diversity, (2) Implementing training programs, (3) Implementing cross-functional teams, (4) Stimulating improved communication flow, and lastly (5) Promoting fairness in human resource practices

Using the operant and strategic contingencies models of power to understand resistance to change

This paper discusses the joint implications of the operant and strategic contingencies models of power for understanding and decreasing resistance to change in organizations. In particular, resistance is expected when the organizational change being introduced either intentionally or unintentionally results in changes in who has direct or indirect control over reinforcing and aversive stimuli in the organization. Power holders and leaders can be expected to resist changes that decrease their ability to obtain responses in, and rewards for, their work groups. Workers can be expected to respond negatively to changes that affect the availability of positive consequences or the ability to obtain those consequences. Change efforts that minimize these problems are predicted to be more successful

Using challenge course activities to teach organizational ethics

Few learning experiences give students immediate feedback on ethical and unethical behaviors and provide opportunities to repeatedly practice effective behaviors. This article describes how the authors have used challenge course activities to stimulate students to observe their own and others’ ethical and unethical behaviors. Specifically, these exercises are used to (a) increase student engagement; (b) illustrate how culture emerges, particularly ethical or unethical norms; (c) generate discussion of pressures that lead to unethical behavior; (d) offer suggestions for creating groups with ethical norms; (e) develop students’ abilities to apply concepts and analyze behavior; and (f) increase student retention of organizational ethics concepts

Teaching across management disciplines with board games

This session presents how we have used a variety of board games in several different management related courses, including Organizational Behavior, Human Resource Management, Business Problem Solving, and Strategic Management. Using five board games, this workshop illustrates how to: 1) creatively use existing board games to reinforce course terms and concepts; 2) modify board games for teaching more complex concepts; and 3) create new board games to illustrate additional course concepts. Takeaways include sheets giving directions for using each game as well as tips on debriefing the games to relate them to course concepts

From titans To dissidents: Leveraging learning through film

Participants should bring video assignments they have created for use in management courses to share with other workshop participants. Participants will receive a collection of numerous video- based assignments/worksheets developed for use in the classroom by the workshop organizers. Several sample movie analysis sheets similar to those that will be distributed to workshop participants will be e-mailed to you separately. Copies will also be faxed along with the signed permission forms

Student evaluations and the problem of implicit bias

This article addresses the implicit bias problems inherent in using student evaluations when making employment decisions concerning university faculty members. Research indicates that student evaluations contain implicit bias regarding race, gender, and a variety of other protected categories. We begin by looking at the current use, purpose and structure of student evaluations. We then explore what implicit bias is and the research that demonstrates that most of us have some sort of implicit bias. Once the concept of implicit bias is explained, we examine the research that indicates there is implicit bias in student evaluations. We then discuss the law and implicit bias generally, followed by specific legal issues that are raised. Next, we examine recent trends at some universities which have recognized and begun to address the problems with student evaluations. Finally, we offer recommendations as to how to evaluate faculty members\u27 teaching using alternative methods

The Special Role of Public Business Schools in the Local and Regional Economic Development – A Panel Presentation

To provide a forum for several Business School Deans and Business Community Professionals to discuss their points of view, contributions, and practices about the local and regional economic development. Each panel member will present some examples and will discuss efforts in the economic development area