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Organizational Behaviour and Human Resource Management : a Guide to an Specialized MBA Course.

Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: Machado, Carolina, 1965-
Otros Autores: Davim, J. Paulo
Formato: Electrónico eBook
Idioma:Inglés
Publicado: Cham : Springer International Publishing, 2017.
Colección:Management and industrial engineering.
Temas:
Acceso en línea:Texto completo

MARC

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505 0 |a Preface -- Contents -- Editors and Contributors -- 1 A Symbiotic Relationship: HR and Organizational Culture -- Abstract -- 1 Introduction -- 2 The Effects of Organizational Culture -- 3 HRâ#x80;#x99;s Role in Managing Culture -- 3.1 Company Profile -- 3.2 The Visionary Leader -- 3.3 Organisational Culture at Husky -- 3.4 HR and a Values-Driven Culture -- 3.5 Outcomes of HR Intervention at Husky -- 4 Symbiosis: Actions and Reactions -- 5 A Proactive Role for HR Management -- 6 Conclusions and Recommendations -- Testing Your Knowledge 
505 8 |a Answer the Following Questions as True (T) or False (F)Answers -- References -- 2 Teachable Moments in Human Resource Management: National Culture, Organizational Culture, and Intersectionality -- Abstract -- 1 Introduction -- 2 The Fragmentation and Linearization of Business Knowledge -- 2.1 The Origins of the Business School -- 2.2 Teaching and Learning Consequences of the Business School Curriculum -- 3 The Political, Social, and Cultural Embeddedness of HRM -- 4 Teachable Moments: Spontaneous and Deliberate 
505 8 |a 5 National Cultures, Organizational Cultures, and Their Intersectionality5.1 National Culture and Its Consequences -- 5.2 Organizational Culture and Its Impacts -- 5.3 The Intersectionality of Cultural Classifications -- 6 Using Teachable Moments When They Materialize -- 7 Conclusion -- Testing Your Knowledge -- Answer the Following Questions as True (T) or False (F) -- Answers to Review Questions -- References -- 3 The Power to Change a Social System -- Abstract -- 1 The Human Brain is Geared to Understanding Complex Social Interactions 
505 8 |a 2 Social Interactions Can Be Interpreted as Behavioral Patterns or Communication Structures3 Corporate Culture as Emergent Property of a Social System -- 4 Communication Structures Develop Spontaneously and Irrationally -- 5 A Social System Can Be Managed but Not Controlled -- 6 Social Systems are Self-sustaining and Self-stabilizing -- 7 Cultural Diversity Means not Playing by the Rules -- 8 Change Means Changing Communication Structures -- 9 Bringing in New Ideas Requires the Decoupling of Links and an Impulse 
505 8 |a 10 Power as the Ability to Change Communication Structures11 Leadership Combines Power with a Vision -- 12 Change Starts Top Down -- 13 Judging People by Their Behavior in a Specific Context -- 14 Resistance as a Lack of Compatibility -- 15 Conclusion and Outlook: Breaking the Patterns -- Testing Your Knowledge -- Answer the Following Questions as True (T) or False (F) -- Answers -- References -- 4 Diversity and Inclusion in the Workplace -- Abstract -- 1 Explaining Diversity and Inclusion -- 2 Benefits of Diversity and Inclusion -- 2.1 Cost Savings 
500 |a ""2.2 Winning the Talent War"" 
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