Leading Change in Multiple Contexts: Concepts and Practices in Organizational, Community, Political, Social, and Global Change Settings

The first book to bring together both leadership and change theories, concepts, and processes, Leading Change in Multiple Contexts uses a consistent framework and the latest research to help readers understand and apply the concepts and practices of leading change. Key Features Brings together leadership and change concepts and practices in five distinct contexts—organizational, community, political, social change, and global Draws from a wide range of classic and recent scholarship from multiple disciplines Includes the perspectives of change and leadership experts Offers real-life vignettes that provide examples of leading change in every context Provides readers with application and reflection exercises that allow them to apply leadership and change concepts to their experiences Leading Change in Multiple Contexts is designed for undergraduate and graduate courses in Change Management, Leadership, Organizational Behavior, Organizational Development, and Leadership and Change offered in departments of business, education, communication, and public administration, as well as programs focusing on leadership, public policy, community activism, and social change.https://scholarship.richmond.edu/bookshelf/1014/thumbnail.jp

A First Look at the First 30 Years of the First Division: The Management History Division

This book has two broad purposes. First, it seeks to determine whether or not there is a “universal” management model through an examination of circumstance in a number of different nations and industries. Second, it brings to a wider audience some of the leading research in the field of management history. In doing so, it highlights the importance of the Management History Division of the Academy of Management in fostering and disseminating new understandings of management and its development. The book indicates that, while there has been much variance in managerial practices across time and space, we can nevertheless speak of a “universal” managerial model. Emerging in association with Britain\u27s Industrial Revolution, the spread of competitive pressures progressively demanded that enterprises respond in broadly common ways if they were to survive. These broad commonalities can be seen in the diverse industries that this book considers – the beef industry of the Northern Plains of the United States in the nineteenth century, the trading activities of the Dutch East India Company, the United States and Australian railroads, and the manufacturing methods of the Ford Motor Company during the early twentieth century. In each of these circumstances, industries and firms had to constantly adapt to changes in both capital and consumer markets. This is evident even in the case of the Ford Motor Company which, as James Wilson\u27s chapter indicates, was in its early days “flexible” rather than Fordist, constantly adjusting production and inventories in accordance with consumer demand. Such responses to global markets is also found in the realms of ideas and education, where the book\u27s study of trends in business education highlights the growing dominance of commercial factors and of intellectual concepts stemming from the United States. The power of management commonalities is also found in the book\u27s study of Australia and the United States.https://nsuworks.nova.edu/hcbe_facbooks/1033/thumbnail.jp

Towards a Human Processual Approach of Business-IT Alignment

This study answers the question whether human processual interventions are used to improve business-ICT relationships and if not, what the reasons might be for this. Human processual interventions are about improving human relations and match the problem of troubling relationships between IS and business with its associated miscommunication, unclear responsibilities, leadership issues or perceived cultural differences better than techno-structural interventions (pertaining organizational structures, business processes, alignment models, infrastructures, etc.) that are mainly put forward in the literature. Our explorative qualitative research shows that consultants recognize the human relations nature of alignment but that they have different reasons for being inclined towards techno-structural interventions. These reasons provide a mirror to the academic community. We argue that these reasons reinforce the social structure in which many IS people work and that academics are an important group to break with that structure. To this purpose, an adoption of human processual approaches is recommended

The Impact Of Internal Marketing On The Implementation Of Strategic Orientations And Product Innovation In Manufacturing Industry

Recent studies have demonstrated the effects of internal marketing on market orientation and strategic orientations on organizational innovation performance. However, to the best of our knowledge no attempt has yet to be made to empirically test internal marketing framework that formally interrelates internal marketing, strategic orientations and product innovation

Conductors As A Metaphor Of “Leadership”

Conductors are evolving from “super-maestro” to full participation in the activities of the orchestral organization, including visioning, strategic direction, audience development and fundraising. To be effective, the musical leader of the orchestra must possess a combination of skills; the most significant of which appear to be artistic and musical skills, organizational skills and charismatic leadership.The main purpose of this research is to obtain data about the relationship between personality characteristics and leadership styles of orchestra conductors. As a next step, we also want to show that the polyphony can be conducted in an harmonious way in the organizations.In the analysis section of the research, the answers given by five conductors are classified and presented within a certain systematic method. As a conclusion, when the answers are examined it was clear that there are some common traits of personality and leadership for our small sample group of conductors. We accept this research as a predecessor of another future research which may cover a larger sample from different cultures so that we can clarify the common traits or differentiators

Testing the validity of academic staff performance predictors and their effects on workforce performance

This study investigated the validity of quality culture (QC) and excellent work culture (EWC) constructs, and their effects on academic staff performance (ASP) mediated by EWC in selected West Malaysian higher education institutions (HEIs). The study included 1,068 faculty members from eight HEIs. The findings showed that QC construct is represented by nine separate elements, whereas two factors index both ASP and EWC. Moreover, the findings established evidence of construct reliability and validity in relation to the elements comprised the three constructs. The findings indicated that quality culture and excellent work culture have direct impact on ASP. The findings also showed that excellent work culture exhibits indirect causal effect on academic staff performance. This empirical study analyzed the mediating effect of EWC on ASP, which has not been extensively examined in the context of Malaysian HEIs

Psychological Flexibility, ACT, and Organizational Behavior

This paper offers organizational behavior management (OBM) a behavior analytically consistent way to expand its analysis of, and methods for changing, organizational behavior. It shows how Relational Frame Theory (RFT) suggests that common, problematic, psychological processes emerge from language itself, and they produce psychological inflexibility. Research suggests that an applied extension of RFT, Acceptance and Commitment Therapy, has led to new interventions that increase psychological flexibility and, thereby enhance, organizational behavior and health

Management and Administration

According to Peter F. Drucker (1909–2005), a revered and prolific writer in the field, “management pertains to every human effort that brings together in one organization people of diverse knowledge and skills.” Managers in both the forprofit and nonprofit arenas share similar responsibilities, he wrote, “among them defining the right strategies and goals, developing people, measuring performance, and marketing the organization’s services.” (The Essential Drucker: The Best of Sixty Years of Peter Drucker’s Essential Writings on Management. New York: HarperCollins, 2001, pp. 7–8.) Planning, organizing, leading, directing, and controlling are functions traditionally ascribed to management, but the field comprises numerous subdisciplines, including management science, organization studies, strategic planning, decision-making, leadership studies, human resource management, cross-cultural and international management, quality management, supply chain management, knowledge management, logistics management, crisis management, product innovation management, management communication, management research, manufacturing and service operations management, and project management. The selection of management journals and magazines discussed in this section include scholarly, peer-reviewed sources as well as publications intended for practitioners and general readers. They offer a mix of theoretical articles, empirical research reports and pragmatic advice, and article summaries and book reviews that can be easily processed by busy professionals. Most of the publications are now available in both print and online formats, and ISSNs for both are included in the annotations when this is the case. Many journals also offer open-access options to authors, who for an additional fee can make their articles available online to both subscribers and non-subscribers of the journal. Early publication online options are also common, under which the version of record of an article is posted online before appearing in a journal issue