Management and organizational history has grown into an established field of research with competing and contrasting approaches and methods that are relevant for management and organization studies. This short-form book provides readers with expert insights on intellectual interventions in management and organization history. The authors illuminate the central ideas, works, and theorists involved in forming the link between history, management, and organization studies, particularly focusing on the debates addressing the need for a 'historic turn' in management and organizational studies. With coverage of nascent schools of thought in management historiography, such as ANTi-History, revisionist history, counter-history, rhetorical history, the Copenhagen School, microhistory, critical realist histories, alongside existing modernist and post-modernist approaches, as well as postcolonial, decolonial, and feminist critiques, the book is essential reading for scholars and students learning or exploring the role of history in management and organization studies.

This book readdresses fundamental issues in knowledge management, leading to a new area of study: knowledge processes. McInerney 's and Day 's superb authors from various disciplines offer new and exciting views on knowledge acquisition, generation, sharing and management in a post-industrial environment. Their contributions discuss problems of knowledge acquisition, handling, and learning from a variety of perspectives.

This book is about the psychodynamics of analyzing and changing organizations. Michael Diamond and Seth Allcorn define organizations as relational and experiential systems. They offer a contemporary psychoanalytic model for immersion, diagnosis, and intervention in organizations. The authors discover workers who view their organizations as silos-fragmented and dysfunctional. They come across workers who demand but rarely find organizations where they feel safe and secure enough to question authority or challenge the status quo. The authors address issues of oppression, persecution, moral violence, chaos, and workplace democracy. Case examples illustrate the collision of social and psychological structure in the workplace.

Persuasively arguing for the inclusion of overlooked female figures whilst simultaneously bridging feminist theory and critical historiography, Historical Female Management Theorists features four literary non-fiction, fictitious conversations with historic female proto-management theorists from Canada and the United States: Frances Perkins (1880-1965), Hallie Flanagan (1890-1969), Madeleine Parent (1918-2012), and Viola Desmond (1914-1965). These women have been noted for their contributions in various fields, however their accomplishments and lessons have largely been overlooked by management and organizational history. A variety of archival, biographical and media sources are combined with Williams's own sense-making and learnings to stitch together a believable, but fictional encounter, introducing a method for feminist historical inquiry - ficto-feminism. A blend of auto-ethnography, collective biography and fictocriticism, this new method explores mechanisms to enact personal agency in subject and writer, featuring a novel narrative, storytelling style inspired by fictional writing. Historical Female Management Theorists is essential reading for both feminist scholars and management historians.

How and to what extent do decisions affect business performance? Despite years of study by academic researchers and industry practitioners, there still remains a need to draw a clear and established connection between decision making and performance. By closely examining consequential business decisions made by key executives, this book offers a better understanding of business performance and recommendations for improved business practices. Through the use of case studies and interviews with business leaders based on 17 theorized measures of performance, this breakthrough study not only clarifies the impact of decisions on business performance, but also defines and distinguishes decisions that lead to successful and unsuccessful performance. Recommendations are made to optimize decision making for businesses of all sizes and projections about the future of decision making and performance are provided. This book can be used both as a reference source for academic researchers and students seeking further research on the subject, and as a practical guide for leaders and business professionals seeking advancement and better decision making within the industry.

Concurrent with the increasing complexity of the field of management, the need to re-examine the foundations from which its theories have advanced has become ever more important and useful. The Oxford Handbook of Management Theorists examines and evaluates the contributions that seminal figures, past and present, have made to the theory of management by providing in-depth, up-to-date, and detailed scholarly analysis of their ideas and influence. Chapters by leading management and management history scholars explore the origins of each thinker or school of thought and their ideas, and discuss the significance and influence in a broader framework. The Handbook contextualises each theorist and their theories, analysing their actions, interactions, and re-actions to contemporary events and to each other. It is arranged in three parts: pioneers of management thinking from Frederick Taylor to Chester Barnard; post-war theorists, such as the Tavistock Institute and Edith Penrose; and the later phase of Business School theorists, including Alfred Chandler, Michael Porter, and Ikujiro Nonaka. This book will be essential reading for anyone interested in how and why management ideas have emerged, and the ways in which they are currently developing and will evolve in the future.

As organizations grapple with the challenges of hiring, they must also consider how they will engage with some of the most marginalized individuals in our society, such as individuals who have a criminal history. Many individuals are interested in returning to the workplace after obtaining a conviction. However, many of these individuals will encounter substantial barriers and exclusion when attempting to access employment in various occupations and industries. For our society to function, all individuals must have an opportunity to positively contribute, and organizations can no longer sit on the side-lines. Organizations have a responsibility to engage in hiring practices that encourage entry, not exclusion. Now Hiring allows readers to consider their individual biases, as well as their organizational employment practices and processes, and assess how these factors may be altered to increase hiring for individuals with a criminal history. Young encourages readers to think more broadly about the role of organizations and the responsibility that organizations have beyond their immediate stakeholders. Most importantly, Now Hiring prompts conversation and serves as a reminder that our current system is not sustainable. As we await other long overdue changes to various systemic issues, organizations must figure out how do their part. Providing entry to the workplace after a criminal history is a place to start.

In an era in which leadership and change management models, tools and development schemes based on soft skills constitute mainstream thought, it has become ever more necessary to develop a scientific and rigorous approach to the life of an organization that can overcome the challenges of different cultural approaches and socio-environmental limitations. In this ground-breaking new book, the author puts forward a universal model for designing an organization. The model is based upon first principles, theoretical properties as well as empirical approaches to organizational development so as to form a new model under the name of "Organizational Structuralism". By deploying this new model, the author argues that organizations will be able to design a new organization from its foundations, improve and change fundamental organizational structures, define and fine-tune key performance indicators and enhance their competitive advantages. Additionally, the model proposed in this book will allow practitioners to be able to respond effectively and efficiently to every disruptive or non-continuous evolutionary change caused either by the digital transformation or by geopolitical of organizations.

The well-ordered, fully aligned view of organization and management practice, with its unfailingly positive results, bears little relationship to the world that managers and others experience every day. This straight-line, 'do this and you'll get that' idealization is far removed from the wiggly reality. Despite this, the former continues to dominate the ways in which management is spoken about and judged in formal organizational arenas and wider society. This creates unrealistic expectations of what managers (from CEO to the front line) can sensibly achieve independently of the actions of others. Crucially, too, it distorts the ways in which they and others account formally for their actions. And so, the fantasy continues. Against this background, the book offers a radically different way of thinking about, and engaging with, the irreducible complexity of organization and management practice. Using straightforward language throughout, it sets out to help managers and others to become consciously aware of what they already know deep down about how organization works and what they - and everyone else - are actually doing in practice. It then offers a practical approach to everyday practice that takes complexity seriously. Armed with these new insights, readers will be better placed to apply their innate understanding and practical judgement to the demands that they and others face day to day. Whether these arise from their roles as managers, other practitioners, policy makers, regulatory authorities, or participants more generally.

This edited collection surveys and analyses new forms and expressions of conflict at work under capitalism. Using theoretical and empirical approaches it chapters demonstrate that there is an underlying historical continuity to current and new forms and expressions of conflict at work and that there is also a path dependency by country and culture. Although the strike is in decline in many countries, it is not so in all and different means of expressing and resolving collective grievances are used but not always as substitutes to the strike weapon.

This volume examines the importance of leadership in developing an effective sustainability strategy. It defines the sustainability mindset and surveys the primary motivations, conditions, or environment(s) that cause leaders to embrace sustainable practices. As described in the UN Sustainable Development Goal 8, embracing the sustainability mindset will lead to greater productivity and promote economic growth. Organized into themes of organizational operations, leadership competencies, and leadership practices, the chapters, written by contributors representing global perspectives, tackle topics such as strategy, culture, and leadership styles in developing a new form of mindfulness for leaders as well as organizations. Recognizing the need for accelerated change in organizations as well as society at large, this book presents scholars with a framework for establishing a mindset for sustainability to foster much-needed transformative leadership.

This book discusses common management and work practices in professional service organizations. Alvehus opens important discussions on what it means to work, manage, and be managed in such professional organizations, casting light on classic conflicts. He takes everyday work as a starting point and adopts a critical view that focuses on challenges and struggles in both public and private settings. He offers new perspectives and key insights for the future of professionalism. Providing a comprehensive overview of the field, this book is an important guide for understanding how professionalism is maintained in today's organizations. It will be essential reading for students and scholars of management and leadership.

The way HR is working isn't working. A global epidemic of workplace unhappiness, poor engagement and high churn shows that our well-intended HR interventions just aren't cutting it. So, how can we put the 'human' back into Human Resources? Combining her own research with 20 years' experience of leading OD and cultural change, Kath Howard encourages HR leaders to think big and to think personal. Accessible and compelling, People Not Paperclips is a refreshing blend of practical insights, stories, and tools that will help you create an environment in which your people can do their best work. It explores how we can attract, recruit, develop and support our people with heart, and why this really matters. People Not Paperclips positions HR professionals at the forefront of cultural change bringing humanity back into the workplace. * Combines expertise in OD and Psychology with interviews with business and HR leaders * An accessible and practical guide for HR leaders to build a workable OD plan for their business A practical toolkit for creating people-centred HR services, processes, and practices, with accompanying online materials

A systematic treatment of dynamic decision making and performance measurement Modern business environments are dynamic. Yet, the models used to make decisions and quantify success within them are stuck in the past. In a world where demands, resources, and technology are interconnected and evolving, measures of efficiency need to reflect that environment. In Dynamic Efficiency and Productivity Measurement, Elvira Silva, Spiro E. Stefanou, and Alfons Oude Lansink look at the business process from a dynamic perspective. Their systematic study covers dynamic production environments where current production decisions impact future production possibilities. By considering practical factors like adjustments over time, this book offers an important lens for contemporary microeconomic analysis. Silva, Stefanou, and Lansink develop the analytical foundations of dynamic production technology in both primal and dual representations, with an emphasis on directional distance functions. They cover concepts measuring the production structure (economies of scale, economies of scope, capacity utilization) and performance (allocative, scale and technical inefficiency, productivity) in a methodological and comprehensive way. Through a unified approach, Dynamic Efficiency and Productivity Measurement offers a guide to how firms maximize potential in changing environments and an invaluable contribution to applied microeconomics.

In a globalized world, where multinational companies have extensive power over a huge number of other organizations and millions of people, building positive organizational performance requires global leaders with virtues. Organizations, especially multinational ones, may be crucial engines of social and economic progress; global leaders' virtues and character strengths may be strong drivers of such an endeavour. One cannot demand of them that they be morally pure or that they assume responsibility for solving the most pressing public problems in the world. However, this book argues that they may be part of the solution, help in making the world a better place, and contribute to the realistic desiderata of a values-based capitalism. Drawing on the Positive Organizational Scholarship movement, this book aims to provide a holistic approach to the virtues of leaders. It explores how virtues and character strengths may be put at the service of positive organizational performance, stressing that virtues represent the 'golden mean' between the extremes of excess and deficiency, and discussing the perverse consequences of 'excessive virtuousness'. The book shares theoretical, anecdotal, and empirical evidence on the convergence between good virtues and good results, aiming to disseminate the idea that managers can be competent and competitive, whilst doing 'good things right'.

In most organizations today, the greatest stress afflicts those working in groups: teams, task forces, and other units with special goals and purposes. Customary manners of management style and leadership largely fail to alleviate this stress. Olmstead's challenging new book shows why. DEGREESLRapid change is one reason. Extreme uncertainty is another. But the effects need not be so debilitating. This book argues that groups can be developed to resist stress and achieve effectiveness. Olmstead offers a conceptual framework and draws upon his own experiences--supported by the similar experiences of others who have worked in most types of organizations under various stressful conditions--to show how. He provides proven, practical means of analyzing, assessing, and improving your own leadership methods, and in doing so, bolstering your group's performance.

A 250-item annotated bibliography and lucid, readable style, this book is a straightforward, state of the art presentation of what leaders under stress need to know about themselves, and how to apply that understanding to the activities of the groups they lead.

Workplace mistreatment is a burgeoning topic of interest, with the majority of workers having experienced it in some form. This book explores workplace ostracism and its negative effects on employee and organizational outcomes, such as employee attitudes, behaviors, and well-being. This edited volume defines workplace ostracism and examines how to differentiate ostracism from other type of workplace mistreatment, such as workplace incivility and interpersonal conflict. Among the questions it seeks to answer are: 1) what are the individual, relational, and contextual factors that influence employees' workplace ostracism experiences; and 2) what constitutes ostracism in stigmatized populations, such as international students, immigrant workers, and older workers. Researchers in organizational behavior, I/O psychology, and the sociology of work will find this book to be a valuable resource.

Research into interlocking directorates and other organizational ties between large corporations dates back to the beginning of the century. In Germany and the United States interlocking directorates became an important means of coordination and control of large corporations and banks at the end of the nineteenth century and were, as a result, particularly subject to scientific investigation and public debate. Trusts were regarded with mistrust, especially in the United States, where John Moody's study from 1904 was significantly entitled The Truth about Trusts. In Germany much attention was paid to the role-or-the large Berlin banks in the economic development. The first large study in Germany carried the prolix title The Relationship between the Large German Banks and Industry with Special Reference to the Iron Industry (Jeidels, 1905). ---- --------- The studies in the United States were predominantly induced and even carried out by committees of the Federal Congress. In Europe, on the other hand, the labor movement soon became interested in the patterns of interlocking directorates. In the Netherlands, for example, Wibaut, a socialist leader, carried out a study on interlocking directorates, copying the research design of Jeidels. Accordingly, two different schools can be distinguished from the start: the Marxian school which developed the concept of finance capital to explain the existing interlocking directorates, and the institutional economists who used the concept of economic power to explain the same phenomenon.

This book deals with World Class Operations Management (WCOM), detailing its principles, methods and organisation, and the results that this approach can bring about. Utilising real-world case studies illustrated by companies that have adopted this model (interviews with Saint-Gobain, L'Oreal, Tetra Pak, Bemis, and Bel Executives), it describes common patterns drawn from decades of hands-on experience, so as to present a theoretical approach together with the concrete application of its principles. WCOM, adopted by several multinational companies, is one of the more innovative management practises, as it integrates the best Continuous Improvement approaches (Lean, Total Productive Management, World Class Manufacturing) as well as the most innovative approaches in human dynamics like Change Leadership, Performance Behavior, Shingo Model, to name a few. Every book's chapter has been authored by an expert in these different fields, thus revealing the synergy among the different practices, which is one of the distinguishing and successful aspects of WCOM Maximising reader insights into the successful implementation of such an approach, and explaining not only its potentialities, but also its implementation dynamics, the critical points and the ways it can be integrated into different situations, this book is also about how to create a culture of excellence that is sustainable over a long period of time and delivers consistent (or ever-improving) results.

This volume brings together two hitherto disparate domains of scholarly inquiry: organization and management studies on the one hand, and the study of visual and multimodal communication on the other. Within organization and management studies it has been recognized that organizational reality and communication are becoming increasingly visual, and, more generally, multimodal, whether in digital form or otherwise. Within multimodality studies it has been noted that many forms of contemporary communication are deeply influenced by organizational and managerial communication, as formerly formal and bureaucratic types of communication increasingly adopt promotional language and multimodal document presentation. Visual and Multimodal Research in Organization and Management Studies integrates these two domains of research in a way that will benefit both. In particular, it conceptually and empirically connects recent insights from visual and multimodality studies to ongoing discussions in organization and management theory. Throughout, the book shows how a visual/multimodal lens enriches and extends what we already know about organization, organizations, and practices of organizing, but also how concepts from organization and management studies can be highly productive in further developing insights on visual and multimodal communication. Due to its essentially interdisciplinary objectives, the book will prove inspiring for academics and scholars of management, the sociology of organizations as well as related disciplines such as applied linguistics and visual studies.

Navigating Corporate Cultures From Within offers a unique perspective on the management of headquarter-subsidiary-host market relationships with important insights on how to align corporate values with a localized mindset among culturally diverse employees and across a global enterprise. The shared norms and values that constitute a specific cultural setting supposedly create a common background for using a collective 'we' when referring to every individual employee in the organization. Yet, company values are engineered over time, are molded, and redesigned to match ongoing changes in both the external and internal environment, and their aim is to make the organization adapt faster to changing market conditions, globally as well as in local host markets. This study takes a closer look at the dynamic process of cultural renewal in a complex multinational organization with a particular focus on the role assumed by the individual employees. This is an entirely new way of looking at the effects of important corporate values where a common approach previously has been to look at organizational culture from a confined top management perspective. The findings in this book will be essential to the management of multinational enterprises.

This book examines the experiences and good practices of ACLEDA Bank, Cambodia. Applicable to banks and microfinance institutions around the globe, it includes materials for classroom instruction on organizational development, financial sector development, the role of government and investors in supporting the financial market, and the benefits to customers. Following on the previous publication When There Was No Money, which tells the ACLEDA story by tracing its history and various stages of organizational development in the financial sector as it evolved in Cambodia from 1991 to 2004, this book examines the 2nd decade in the bank's history, including its expansion to Lao PDR and Myanmar, and the launch of subsidiaries, such as ACLEDA Securities and the ACLEDA Institute of Business. Adopting a documentary approach, the book presents case studies supported by current economic and financial literature, as well as stories from a wide range of interviews with the board, management, staff, customers, competitors and regulators. Given its scope, the book offers a valuable resource for financial institutions, investors, researchers and students interested in financial inclusion, financial sector development, good governance of financial institutions, microfinance, aid effectiveness, post-conflict organizational development, and Cambodia.

Mapping Motivation for Leadership, co-written with Jane Thomas, is the fourth of a series of seven books that are all linked to the author's Motivational Map toolkit. Each book builds on a different aspect of personal, team and organisational development. This is a practical guide to leadership in the 21st century and builds on the '4+1' model outlined in the author's original book Mapping Motivation: Unlocking the Key to Employee Energy and Engagement. There is an increasing body of evidence, that the single most important aspect of being a leader relates to managing emotions effectively, and this management goes way beyond simply 'understanding' emotional intelligence; it is in fact a practice and one that is intimately connected with personal development and growth, and with energy. Energy, as Mapping Motivation made clear, is synonymous with motivation. The effective leaders of tomorrow will be those who understand their motivators, who regularly measure their motivators, sustain and replenish and maximise their motivators, and who do the same for their employees. Clearly, there is a link here with the book on engagement, for leaders who do so will engage their employees. However, this book not only covers the motivational side of leadership, but also explores in detail the skill sets necessary in the '4+1' model: thinking skills, action skills, team skills and motivational skills plus that indefinable 'something' that is a commitment to personal development, so that we as leaders are not trying to solve today's problems with yesterday's training as our only internal resource.