Executive Managers: Cultural Expectations through Stories about Work

An article reports on an exploratory inquiry into the beliefs and perspectives that shape business executives as an occupational culture. The findings and theory were derived from the analysis of components of subject-generated stories of work place experiences. Data were collected from chief executive officers of their direct reports in the Fortune 500 companies. The results suggest that top executives informally influence work assumptions and education of their own profession. Results additionally indicate that executive managers constitute an action-oriented, somewhat insular, and highly influential cultural entity. They control subtly by creating organizational templates that promote assertion, risk-taking, creativity, flexibility, financial acumen and team play to operationalize their organizational visions. It is argued that students of management need to understand executive\u27s values, biases, and expectations in order to succeed in managerial roles. Additional implications for management education are discussed

Categorización del gusto en el arte del exilio a través de Max Aub, su conexión con Malraux, Jean Cassou y la bibliografía artística de los años cincuenta

With the passing of time, the novel published by Max Aub in Mexico 1958, Jusep Torres Campalans, uncovers itshelf as a mirror where we see the relationship between spanish and french historiography at the time, pertaining the spanish label, the vanguardias and Picasso, Goya and Juan Gris. A valuable addition to studies on the concept of spanish art, and spacifically spanish republican art in exile.Con el paso del tiempo, la novela que Max Aub publicó en México en 1958, Jusep Torres Campalans, se desvela como un espejo en el que vemos la relación de la historiografía española y francesa del momento con respecto a lo español, las vanguardias y Picasso, Goya, Velázquez y Juan Gris. Una aportación valiosa a los estudios sobre el concepto de arte español, especialmente el arte español republicano en el exilio

Reversing the Extraverted Leadership Advantage: The Role of Employee Proactivity

Extraversion predicts leadership emergence and effectiveness, but do groups perform more effectively under extraverted leadership? Drawing on dominance complementarity theory, we propose that although extraverted leadership enhances group performance when employees are passive, this effect reverses when employees are proactive, because extraverted leaders are less receptive to proactivity. In Study 1, pizza stores with leaders rated high (low) in extraversion achieved higher profits when employees were passive (proactive). Study 2 constructively replicates these findings in the laboratory: passive (proactive) groups achieved higher performance when leaders acted high (low) in extraversion. We discuss theoretical and practical implications for leadership and proactivity

Traditions of the Quinault Indians. Memoirs of the AMNH ; v. 4, pt. 3; Publications of the Jesup North Pacific Expedition ; v. 2, pt. 3.

p.77-132 36cm.AMNH Library's copy lacks cover