While crises do not occur frequently, their impact can be devastating as organizations are still vulnerable to man-made and natural crises. From terrorism, environmental, scientific, financial, political, pandemic to natural disasters, crises can occur at any moment, and if not managed efficiently and effectively can be disastrous. Thus, businesses can suffer not only loss of profit, but the ultimate demise of their business. It becomes increasingly difficult, at times, to prevent crises such as these. It then becomes difficult to develop practical means that can mitigate their undesirable effects once they occur. For instance, globally, businesses and industries of all sizes have experienced the effects of COVID-19, an external pandemic. The recovery process requires SMEs to rearrange and reestablish their missions, goals, and infrastructure of the business. This is an overwhelming challenge of recovering. Historically, academics and practitioners have developed various management methodologies and technologies to help business manager's deal with challenges in their environments, yet many businesses fail. Thus, these challenges need to be researched more closely in order to overcome business failure. Many of these challenges are external events in which firms need to adapt and react. Getting the right adaptation and reaction to these external events will depend on whether a firm continues with success or fails altogether. Companies may fail due to their inability to properly respond to a crisis, whether it be a business or organizational crisis. This book will identify strategies of SMEs that have recovered and how they recovered for preparation for future crises and other external impacts. It will showcase the resulting impact of external events such as environmental impact, like fires, or other impacts like the COVID-19 pandemic on businesses and educational entities. Specifically, it will discuss how SMEs or other businesses reacted through unexpected crisis. Therefore, the empirical contributions can be helpful for future entrepreneurs and current SMEs. The book will focus on external crisis including widespread environmental destruction, natural disasters, pandemic, sabotage by outsiders, and/or terrorism, and how firms can adapt and react.

Since the term "workforce diversity" was first coined in the 1990s, the topic has received consistent and increasing attention by researchers. Over the last 30 years, a body of theory and research has amassed which recognizes diversity as an important work unit characteristic and explored its influence on organizational functioning and performance. Despite these advancements, the field is at a critical juncture where new ideas, emphases, theories, predictions and approaches are needed to propel our understanding of the meaning, import and functioning of diversity in organizations. Accordingly, this volume looks to the future of diversity work, both with regard to the content of the chapters and to the contributors. We endeavored to give a voice to emerging scholars who are the future of our field and can help to set a future research agenda to push our understanding of diversity in organizations. The scholars raise new and provocative questions about race in organizations that deliberate on the state of our science, our understanding of complex experiences of race, and a more nuanced view of race in terms of intersectionalities. Overall, each of these chapters provokes the status quo and, in so doing, offers a fresh perspective on the study of diversity in general and race and racism more specifically. We believe the end result is a more comprehensive exploration of the phenomenon and the development of an exciting future research agenda.

This book focuses on rules for teleworking generated by the coronavirus pandemic (COVID-19) that exist without a national strategy. The research goes further to address implications for everyday situations, many that already existed before the pandemic. The research offers an opportunity to take a new look at teleworking in all situations regardless of the reasons that make it necessary or prudent. This book addresses telework issues and answers: trustworthiness, performance, productivity, employee risk, achievement, accountability, emotional intelligence, and radical change. It addresses the need for and the existence of a shared understanding where leaders and employees openly discuss the challenges presented by teleworking. It also asks whether there are impediments or obstacles that organizations could remove or reduce to enable employees to accomplish the same amount of work they are currently doing in the office, but in a shorter duration of time while teleworking. This work conducts a deeper evaluation of telework than is currently available in relevant literature so that we can understand how to build strengths and mitigate weaknesses in trustworthiness and performance as they are applied in organizational development. The evaluation begins with a description of the current state of teleworking. This examination identifies plans and resources that can be used to improve teleworking tomorrow. This book also collects and analyzes LMX - leader-member exchange - to ensure the lens of evaluation is focused on all parties from member to leader to CEO. It examines whether organizations have made decisions to mandate or encourage teleworking formally and informally, making the possibility of participation available to the whole organization.

The Theoretical World of Entrepreneurship contains the first and most comprehensive examination of more than 250 theories applicable to the study of entrepreneurship. It includes a theoretical examination of current social and economic controversies that impact entrepreneurs. Following in Weber's tradition, it also compares the doctrines of 16 Christian denominations and nine world religions which offer different conceptual windows for understanding entrepreneurs. The author ties the theoretical world of entrepreneurship together by pursuing three primary objectives. The first objective is to focus intently on the need to specify the assumptions of the theories that are used to address research questions. The second is to provide a common vision of diverse perspectives. The third is to help scholars who are seeking alternatives to the conventional wisdom. This comprehensive resource is ideal for doctoral students seeking to grasp the entire theoretical domain of the field of entrepreneurship. It also serves as a reference for professors who want to position the work that they know best within the frame of the entire theoretical world of entrepreneurship. The book is accessible enough to engage those who do not already possess an academic background.

Answering pressing questions regarding employee selection and mobbing culture in the workplace, Andrew R. Timming explores the unique intersection of the biological sciences and human resource management. With a rich set of theoretical and empirical chapters, the author shines an innovative light on the fields of human resource management, organizational behavior and evolutionary psychology, engaging with the nature vs. nurture debate as well as offering a ground-breaking explanation for workplace bullying, unconscious bias, and employee selection decision-making. At times poignant and controversial, the book illustrates the dark side of human nature, with a unique focus on our primordial instincts. An excellent exploration into an emerging area, this Footprint will be ideal for human resource management and organizational behavior academics, as well as those interested in applied evolutionary, social, organizational, and experimental psychology.

"A "handbook" for communicating in the work environment "" "Assuming a unique perspective for an organizational communication text, this book focuses students on how to communicate with managers and peers to survive, thrive and prosper in organizational environments. This "survival guide for employees" centers on understanding how and why managers communicate the way they do and how employees can adapt their own communication skills to be more effective in the organizational environment. Students who master the study guide objectives in this book will be better prepared to function in real organizational situations. This text provides clear and concise guidelines, along with a foundation of theory and scholarship, to help students become more effective communicators in today's workforce. Learning Goals
Upon completing this book, readers will be able to:

• Communicate effectively with managers and peers
• Understand how and why managers communicate the way they do
• Differentiate between good and poor communication skills

Organizational science profits from taking new perspectives using a simple model to understand why behaviors of particular types occur within them. This volume provides readers with a rich source of casestudies and empirical studies of the role played by the interaction between individual actors, organizational contexts, and the actual behaviors being performed the actors. These chapters each seek to describe how these three interact in to create organizational practices with negative effects on either internal members of the organization or external stakeholders (e.g,. clients). The chapters provide insight into how organizations may control these negative behaviors with basic Human Resource Management practices. It is this volume's hope that these chapters may provide insight into the important role these three factors plays in understanding negative organizational behavior within organizations across the world.

In the new remote-first and hybrid workplace, many organizations are struggling to catch up with new tooling and ways of working. Many are discovering for the first time that the physical office was covering up poorly defined teams and poorly defined areas of focus, threatening their DevOps transformation efforts and the overall health and success of their business. Matthew Skelton and Manuel Pais, coauthors of the highly successful Team Topologies, provide proven patterns for a successful remote-first approach to teams. Using simple tools for dependency tracking and patterns from Team Topologies, such as the Team API, organizations will find that well-defined team interactions are key to effective IT delivery in the remote-first world. This workbook explores several aspects of team-first remote work, including: How the new "remote-first" world is highlighting existing poor team interactions within organizations. Why organizations should use the Team API pattern to define and communicate the focus of teams. How organizations can track and remove team-level dependencies. How and why organizations should design inter-team communications consciously. How and why organizations can use the three team interaction modes from Team Topologies (collaboration, x-as-a-service, and facilitating) to help. The ideas and patterns presented here will help your organization become more effective with a team-based, remote-first approach to building and running software systems.

This book was previously titled, "The Way We're Working Isn't Working."
"Be Excellent at Anything "is one of those rare books with the power to profoundly transform the way we work and live.
Demand is exceeding our capacity. The ethic of "more, bigger, faster" exacts a series of silent but pernicious costs at work, undermining our energy, focus, creativity, and passion. Nearly 75 percent of employees around the world feel disengaged at work every day. "Be Excellent at Anything "offers a groundbreaking approach to reenergizing our lives so we're both more satisfied and more productive--on the job and off.
By integrating multidisciplinary findings from the science of high performance, Tony Schwartz, coauthor of the #1 bestselling "The Power of Full Engagement, "makes a persuasive case that we're neglecting the four core needs that energize great performance: sustainability (physical); security (emotional); self-expression (mental); and significance (spiritual). Rather than running like computers at high speeds for long periods, we're at our best when we pulse rhythmically between expending and regularly renewing energy across each of our four needs.
Organizations undermine sustainable high performance by forever seeking to get more out of their people. Instead they should seek systematically to meet their four core needs so they're freed, fueled, and inspired to bring the best of themselves to work every day.
Drawing on extensive work with an extra-ordinary range of organizations, among them Google, Ford, Sony, Ernst & Young, Shell, IBM, the Los Angeles Police Department, and the Cleveland Clinic, Schwartz creates a road map for a new way of working. At the individual level, he explains how we can build specific rituals into our daily schedules to balance intense effort with regular renewal; offset emotionally draining experiences with practices that fuel resilience; move between a narrow focus on urgent demands and more strategic, creative thinking; and balance a short-term focus on immediate results with a values-driven commitment to serving the greater good. At the organizational level, he outlines new policies, practices, and cultural messages that Schwartz's client companies have adopted.
" Be Excellent at Anything "offers individuals, leaders, and organizations a highly practical, proven set of strategies to better manage the relentlessly rising demands we all face in an increasingly complex world.

A comprehensive introduction to Organisational Behaviour, steering a neutral path through the sociological, psychological and managerial approaches to the discipline. It balances coverage of the micro- (organisational behaviour) with the macro- (organisational analysis) level issues, with a cross-cultural theme running through the book. It is written for students on undergraduate and postgraduate degree programmes in business, or business-related disciplines.