The topic of leadership has grown in importance, and how and when managers communicate is critical to their effectiveness. This book provides insight for managers to understand the feedback and open communication processes. It suggests guidelines for how and when managers should engage in negative feedback and open organizational-level communication with followers, including when such feedback and information should not be shared. It also adds to the existing knowledge base pertaining to open communication on the part of managers.

This book will be of value to managers and practitioners involved in the practice of leadership as well as for courses on leadership, organizational behavior, human resource management and organizational communication.

Now learn from two seasoned consultants how to implement the 360 Degrees feedback process effectively--whatever the size and history of your organization. Packed with case studies and the authors' real-life consulting experiences, this book examines the successes and problems of 360 Degrees and upward feedback implementation efforts in more than 15 organizations, including Motorola, AT&T, Federal Express, Raychem, Colgate-Palmolive, and UPS. The book objectively considers such crucial components of 360 Degrees feedback as organizational culture and performance, pros and cons, the impact on the individual employee, and whether the feedback should be used for evaluative or developmental purposes. Models and tables lend a visual dimension to the book's concepts. Sample surveys and feedback reports--including the authors' own TEAM-Q survey and report set--show you what types of questions to ask and how to present feedback most effectively. If your comp any is considering adopting its own 360 Degrees feedback program, don't start before you read this book!

The topic of leadership has grown in importance, and how and when managers communicate is critical to their effectiveness. This book provides insight for managers to understand the feedback and open communication processes. It suggests guidelines for how and when managers should engage in negative feedback and open organizational-level communication with followers, including when such feedback and information should not be shared. It also adds to the existing knowledge base pertaining to open communication on the part of managers.

This book will be of value to managers and practitioners involved in the practice of leadership as well as for courses on leadership, organizational behavior, human resource management and organizational communication.

The goal of this book is to introduce organizational researchers and practitioners to the role of neuroscience in building theory, research methodologies and practical applications. On one hand, we aim to be a useful resource for researchers who look to become more familiar with organizational neuroscience or incorporate its concepts and methods into their own research. On the other hand, we provide insight for practitioners, who can envision neuroscience applications as a means of expanding their own professional toolboxes. The book is in two sections. First, we introduce general issues that cover the domain of organizational neuroscience, including the nature of the overall field and theoretical and methodological considerations. This section also addresses practical implications, especially for development processes. Second, we explore neuroscience influences on certain topics, such as leadership, emotion/affect, teams, ethics and moral reasoning and organizational justice. We conclude by pondering the future of organizational neuroscience; including ethical, social and legal issues, as well as the potential limitations of this emerging field.

Corporate social responsibility (CSR) continues to grow as an area of interest in academia and business. Encompassing broad topics such as the relationship between business, society, and government, environmental issues, globalization, and the social and ethical dimensions of management and corporate operation, CSR has become an increasingly interdisciplinary subject relevant to areas of economics, sociology, and psychology, among others. New directions in CSR research include advanced 'micro' based investigations in organizational behaviour and human resource management, additional studies of environmental social responsibility and sustainability, further research on 'strategic' CSR, connections between social responsibility and entrepreneurship, and improvements in methods and data analysis as the field matures. Through authoritative contributions from international scholars across the social sciences, this Handbook provides a cohesive overview of this recent expansion. It introduces new perspectives, new methodologies, and new evidence from a range of disciplines to encourage and facilitate interdisciplinary research and global implementation of corporate social responsibility.