Friedemann's theory of nursing - a theory centred primarily on the family - is here presented for the first time in its entirety. She presents a clear description of the Framework of Systemic Organization, validation of the concepts through existing research findings, and case studies that explore the use of the framework with families. The book guides the reader towards a concept of nursing that unifies theory, clinical expertise and research in seeking to advocate and support health and well-being in each individual and family.
Organizational surveys are becoming increasingly popular with social science researchers and are used for a wide range of purposes, such as measuring employees' needs, obtaining consumers' opinions about the goods and services they receive, and monitoring the effectiveness of organizational interventions. This book presents the latest tools, techniques and applications for conducting successful organizational surveys throughout a wide range of settings - private, governmental and military.
Practical Guidance on Work Performance and Technology
A helpful resource for industrial - organizational psychologists and others working to make teams more effective through technology. Leaders in science and industry explore the state-of-the-art in technology and teamwork. They provide the reader with a review of the most prevalent tools and how to apply them in a number of industries.
The Ivey Casebook Series is a co-publishing partnership between SAGE Publications and the Richard Ivey School of Business at The University of Western Ontario. Due to their popularity in more than 60 countries, approximately 200 new cases are added to the Ivey School of Business library each year. Each of the casebooks comes equipped with instructor's resources on CD-ROM. These affordable collections will not only help students connect to real-world situations, but will benefit corporations seeking continued education in the field as well. Cases in Organizational Behavior has been designed to help readers develop an understanding of, and appreciation for, the various challenges, dilemmas, and constraints that decision makers face in real organizational settings. The cases are made up of actual events and address globalization, managing a diverse workforce, motivation, and leadership. Together, these cases provide students with the opportunity to practice and hone analytical skills, decision making skills, application skills, planning skills, and oral communication skills. The instructor's resources on CD-ROM includes detailed 6-10 page casenotes for each case, preparation questions for students to review before class, discussion questions, and suggested further readings. The casebook is divided into four chapters: Building Effective Organizations Leading People Team Management Change Management Cases in Organizational Behavior can be used as a core text in courses that require the structure of a text. This book of cases can also be used to apply the principles in business and management courses, as well as in psychology courses. The IVEY Casebook Series Cases in Business Ethics Cases in Entrepreneurship Cases in Gender & Diversity in Organizations Cases in Operations Management Cases in Organizational Behavior Cases in the Environment of Business Cases in Alliance Management Mergers and Acquisitions: Text and Cases
A Practical Guide to Organizational Transformation
Most books on leadership and organizational change focus on descriptive theory and research, simplistic and questionable gimmicks, or biographical sketches of successful leaders whose character and exploits students are encouraged to emulate. Leadership and the Art of Change avoids pedantry, gimmicks, and hero worship while addressing the complex issues involved in trying to lead an organization. It does not bury the reader in abstractions, nor does it offer quick fixes. Leadership and the Art of Change is a unique book in that it focuses on a leader's central and most daunting task-achieving organizational change that successfully addresses external and internal threats and opportunities. Author Lee R. Beach uses six prime responsibilities as the framework for discussing change leadership: external and internal environmental assessment to identify required changes, organizational culture as a constraint on change, vision for motivating change; plans as a map for change, implementation to produce change, and follow-through for institutionalizing achieved changes and making ongoing change a part of the culture. Key Features: Defines leadership as the art of producing changes in an organization's environment, its culture, and its practices in pursuit of survival and prosperity Explains the importance of organizational culture as the key to facilitating or inhibiting change Examines methods for building a vision and leveraging culture in order to move the organization toward the vision with implementation strategies Offers self-summary exercises as well as a new episode of an ongoing vignette in each chapter that helps readers understand the issues under consideration Includes appendices that provide students with hands-on tools to do marketing research, survey an organization's culture, and perform decision analyses Written in a conversational manner, Leadership and the Art of Change is an engaging textbook for advanced undergraduate and graduate students studying management in a variety of programs including Business, Public Administration, Health Care Management, and Social Work. It will also be of interest to professional managers looking for a unique perspective on organizational change.
A Practical Guide to Organizational Transformation
Most books on leadership and organizational change focus on descriptive theory and research, simplistic and questionable gimmicks, or biographical sketches of successful leaders whose character and exploits students are encouraged to emulate. Leadership and the Art of Change avoids pedantry, gimmicks, and hero worship while addressing the complex issues involved in trying to lead an organization. It does not bury the reader in abstractions, nor does it offer quick fixes. Leadership and the Art of Change is a unique book in that it focuses on a leader's central and most daunting task-achieving organizational change that successfully addresses external and internal threats and opportunities. Author Lee R. Beach uses six prime responsibilities as the framework for discussing change leadership: external and internal environmental assessment to identify required changes, organizational culture as a constraint on change, vision for motivating change; plans as a map for change, implementation to produce change, and follow-through for institutionalizing achieved changes and making ongoing change a part of the culture. Key Features: Defines leadership as the art of producing changes in an organization's environment, its culture, and its practices in pursuit of survival and prosperity Explains the importance of organizational culture as the key to facilitating or inhibiting change Examines methods for building a vision and leveraging culture in order to move the organization toward the vision with implementation strategies Offers self-summary exercises as well as a new episode of an ongoing vignette in each chapter that helps readers understand the issues under consideration Includes appendices that provide students with hands-on tools to do marketing research, survey an organization's culture, and perform decision analyses Written in a conversational manner, Leadership and the Art of Change is an engaging textbook for advanced undergraduate and graduate students studying management in a variety of programs including Business, Public Administration, Health Care Management, and Social Work. It will also be of interest to professional managers looking for a unique perspective on organizational change.
This issue examines patterns of on-going racial and ethnic inequality in the increasingly heterogeneous American workplace. The six articles in this sensitive and thoughtful issue of American Behavioral Scientist, entitled Race, Ethnicity, and Inequality in the Workplace: Evolving Issues and edited by George Wilson of Miami University, analyze the various aspects of this "modern discrimination," including the dynamics of hiring, promotions, and job dismissals; the aspects of work that impact child development; how politics influences the enforcement of Equal Employment Opportunity standards; the intentional/unintentional use of statistics to reinforce inequalities; and the continuing wage gap for Latinas and African American females. The penetrating articles investigate important topics such as: * Why African American males continue to be handicapped in the promotion/upward mobility process (Smith) * Why African-American males are more vulnerable to job dismissals because of layoffs, firings, downsizing, retrenchments, and mergers than White males (Wilson) * Why African American children of parents in prestigious/high-status occupations do not have the same school/academic performances and health outcomes as White children with parents with similar occupations (Conley and Yeung) * The role political environments play in enforcing racial and ethnic equality laws and the variegated patterns of segregation since the 1960s (Stainback, Robinson, and Tomaskovic-Devey * How racial, ethnic, and gender-based statistics are used to enable inconspicuous but effective institutional discriminatory policies (Baumle and Fossett) * Trends and causes of wage inequality among Latina and African American females compared to White females from the 1990s to the present (Browne and Askew) As the evidence in these papers shows, both overt and subtle inequities based on race and ethnicity still exist in the American workplace. This issue of American Behavioral Scientist is a useful tool to examine the intricacies and impacts of this "modern discrimination," and should be included in every sociology and business library!
Inter-organizational collaboration is becoming increasingly significant as a means of achieving organizational objectives in turbulent environments. Yet it is not an easy process to implement successfully. Drawing on the work of authors with a high level of relevant experience, this volume provides a thought-provoking and accessible introduction to the theory and practice of `creating collaborative advantage'. The first part of the book develops a framework of key dimensions for understanding collaboration. Different perspectives highlight the diversity of rationales and contexts involved, and the range of elements which need to be considered and addressed when embarking on collaborative endeavours. The second section focuses in more detail on collaboration in practice. It examines the problems that can occur when different `stakeholders', who frequently hold different aims, cultures, procedures, professional languages and power resources, work across organizational boundaries. The last section addresses specifically the processes of acting as a facilitator to collaborative groups. It discusses how and why a third party facilitator role can be helpful, and explores the various processes and techniques that can be used.
This work seeks to show how the impact of the ideology and practices of consumption are affecting not only consumers' non-working life and identities, but increasingly their working life and identities within it. It seeks to show how the boundaries between employees as consumers and as workers are being blurred, not only by organizations' concern to meet the needs of "consumers as customers", but also through shared expectations that consumers and employees must be autonomous, responsible, calculating and enterprising individuals both in and outside work.
