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Books on the topic 'Motivational potential of organizational culture'

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Published: 30 May 2022
Last updated: 31 May 2022

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1

The employee engagement mindset: The six drivers for tapping into the hidden potential of everyone in your company. New York: McGraw-Hill, 2012.

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2

Don, Lowman, and Gordon Joanne, eds. Closing the engagement gap: How great companies unleash employee potential for superior results. New York: Portfolio, 2009.

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3

Cameron, Watt, ed. Inspiration: Capturing the creative potential of your organisation. Houndmills, Basingstoke, Hampshire: New York, 2004.

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4

How do public managers manage?: Bureaucratic constraints, organizational culture, and the potential for reform. San Francisco: Jossey-Bass, 1995.

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5

R, Lucas J., and James Raymond Lucas. The passionate organization: Igniting the fire of employee commitment. New York: AMACOM/American Management Association, 1999.

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6

Speaking of India: Bridging the communication gap when working with Indians. Boston: Intercultural Press, a Nicholas Brealey Pub. Company, 2007.

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7

Ontario Educational Research Council. Conference. [Papers presented at the 36th Annual Conference of the Ontario Educational Research Council, Toronto, Ontario, December 2-3, 1994]. [Toronto, ON: s.n.], 1994.

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8

Ontario Educational Research Council. Conference. [Papers presented at the 32nd Annual Conference of the Ontario Educational Research Council, Toronto, Ontario, December 7-8, 1990]. [Ontario: s.n.], 1990.

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9

Ontario Educational Research Council. Conference. [Papers presented at the 33rd Annual Conference of the Ontario Educational Research Council, Toronto, Ontario, December 6-7, 1991]. [Ontario: s.n.], 1991.

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10

Ontario Educational Research Council. Conference. [Papers presented at the 35th Annual Conference of the Ontario Educational Research Council, Toronto, Ontario, December 3-4, 1993]. [Toronto, Ont: s.n, 1993.

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11

Conference, Ontario Educational Research Council. [Papers presented at the 31st Annual Conference of the Ontario Educational Research Council, Toronto, Ontario, December 8-9, 1989]. [Toronto, ON: s.n.], 1989.

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12

Conference, Ontario Educational Research Council. [Papers presented at the 30th Annual Conference of the Ontario Educational Research Council, Toronto, Ontario, December 2-3, 1988]. [Toronto, ON: s.n.], 1988.

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13

Ontario Educational Research Council. Conference. [Papers presented at the 28th Annual Conference of the Ontario Educational Research Council, Toronto, Ontario, Dec. 1986]. [Toronto, ON: s.n.]., 1986.

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14

Ontario Educational Research Council. Conference. [Papers presented at the 34th Annual Conference of the Ontario Educational Research Council, Toronto, Ontario, December 4 - 5, 1992]. [Ontario: s.n.], 1992.

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15

Making Your Company Human: Inspiring Others to Reach Their Potential. Lsk Books LLC, 2006.

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16

Earley, P. Christopher, and Goran Calic. A Cultural Perspective on Organizational Citizenship Behavior. Edited by Philip M. Podsakoff, Scott B. Mackenzie, and Nathan P. Podsakoff. Oxford University Press, 2016. http://dx.doi.org/10.1093/oxfordhb/9780190219000.013.29.

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In this chapter, we discuss research related to the organizational citizenship behavior (OCB) construct from a cross-cultural perspective and propose a framework to aid in understanding how cultural frames influence the engagement and display of OCB. The terms “intercultural” and “cross-cultural,” as defined in this chapter, are not limited by geographic boundaries and can be used to depict differences in individual values regardless of nationality. In creating such a synthesis, we aim to stimulate a conversation about potential directions for future work at the intersection of these two literatures. Here we explore how the contextual impact of culture and its relation to motivational, metacognitive/cognitive, and behavioral processes in individuals helps us better understand OCB using facets of justice (interactional, procedural, and distributive) as a linking mechanism.
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17

Matthew, Hanwell, ed. The workplace community: A guide to releasing human potential and engaging employees. 2014.

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18

Barrett, Richard. Values-Driven Organization: Unleashing Human Potential for Performance and Profit. Taylor & Francis Group, 2013.

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19

Watt, Cameron, and Nicholas Ind. Inspiration: Capturing the Creative Potential of Your Organization. Palgrave Macmillan, 2004.

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20

The regenerative business: Redesign work, cultivate human potential, and achieve extraordinary outcomes. Nicholas Brealey, 2017.

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21

The Valuesdriven Organization Unleashing Human Potential For Performance And Profit. Taylor & Francis Ltd, 2013.

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22

1957-, White Paul E., and Myra Harold Lawrence 1939-, eds. Sync or swim: A fable about workplace communication and coming together in a crisis. 2014.

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23

Goetz, Jennifer L., and Emiliana Simon-Thomas. The Landscape of Compassion. Edited by Emma M. Seppälä, Emiliana Simon-Thomas, Stephanie L. Brown, Monica C. Worline, C. Daryl Cameron, and James R. Doty. Oxford University Press, 2017. http://dx.doi.org/10.1093/oxfordhb/9780190464684.013.1.

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How do we, as scientists, define compassion? Is it an emotional state, a motivation, a dispositional trait, or a cultivated attitude? In this introductory chapter, we set forth a working definition for compassion, situate compassion in the context of related terms and mental experiences, and orient readers to the key questions addressed by the authors in this handbook. Particular attention is paid to the evolutionary origins of compassion, the biological structures and processes implicated in compassion, the degree to which compassion is universal and variable across cultures, and documented approaches to fostering compassion. In closing, we explore the potential impact of training compassion on personal well-being, the quality of relationships, organizational success, and society more broadly.
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24

author, Bourg Christa, ed. O great one!: A little story about the awesome power of recognition. 2016.

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25

Latino Culture: A Dynamic Force In The Changing American Workplace. Intercultural Press, 2005.

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26

Originals: How Non-Conformists Move the World. Viking, 2016.

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27

Storti, Craig. Speaking of India: Bridging the Communication Gap When Working with Indians. Hodder & Stoughton, 2015.

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28

Speaking of India: Bridging the Communication Gap When Working With Indians. Intercultural Press, 2007.

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29

Belova, Elena N. Formation and development of the network self-learning organization of additional professional education. Krasnoyarsk State Pedagogical University named after V.P. Astafieva, 2019. http://dx.doi.org/10.12731/er0487.16112021.

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The thesis presents the solution of an actual socially significant pedagogical problem on the basis of the implementation of a theoretical-methodological, conceptual substantiation, methodological and technological support of the formation and development of the network self-learning organization of additional professional education. The leading scientific idea is that the formation and development of a network self-learning organization is carried out on the basis of the continuous development of the readiness and ability of its employees to improve the performance of their professional activities in the process of their learning, mutual learning, self-actualization, self-learning and self-development in the context of a system of continuous professional education using distance learning. educational technologies, motivational and value corporate culture of the studied organization and networks and team interactions. Among the main characteristics of the organization under study, we single out the structure of the triple network, the key managerial competence of its employees and the motivational and valuable corporate culture of the organization, orienting these employees to increase their professional performance. Scientifically substantiated, developed the concept and model of the formation and development of the network self-learning organization. At the practical level, the pedagogical and organizational conditions for the formation and development of a network of self-learning organizations are defined and implemented, and organizational, educational and methodological support has been developed and tested. The verification of the model of the formation and development of the network self-learning organization, which proved the effectiveness and perspectivity of the scientific idea of the development of the network self-learning organization of additional professional education.
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30

Paulus, Paul B., and Bernard A. Nijstad, eds. The Oxford Handbook of Group Creativity and Innovation. Oxford University Press, 2019. http://dx.doi.org/10.1093/oxfordhb/9780190648077.001.0001.

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Much creative work takes place in groups or teams, but also individual creative efforts cannot be seen as separate from a social context. In recent decades, the questions “What makes groups and teams creative?” and “How is creativity shaped by the social context?” have therefore received increasing research attention. This book provides a comprehensive overview of this work and is organized into five sections. After an introductory section, a second section (individuals and groups) discusses issues of group composition, diversity, newcomers, and conflict. The third section, on basic processes and theoretical approaches, discusses cognitive, motivational, and affective processes in groups as they relate to group creativity and provides theoretical approaches to group creativity based on information-processing theory, social identity theory, network theories, and decision-making theories. The fourth section focuses on the (social) context in which group creativity takes place and examines the role of norms and culture, the organizational context, and technology. The final section offers practical applications in terms of effective brainstorming, the role of leadership, and how group creativity plays a role in industry, science, and the arts. This Handbook of Group Creativity not only summarizes the state-of-the-science in group creativity research but also offers many suggestions on how this blossoming field may further develop and on how group creativity may be stimulated in practice.
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31

Herzog, Lisa. Organizations: Hierarchies of Divided Labour. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198830405.003.0004.

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This chapter discusses the features of organizations that will be analysed, from a normative perspective, in this book. Drawing on the ‘theory of the firm’, it argues that the rationale of organizations is the coordination of divided labour through hierarchies. This organizational form can be found in numerous, otherwise very different, organizations in the public and private realms. It creates the potential for specific forms of moral wrongs: in addition to moral wrongs of which organizations are the site, there are also moral wrongs of which organizations are the source. As is explained in the chapter, the four themes that will be discussed in Chapters 5 to 8—rules, knowledge, culture, and roles—are connected to organizations not by chance, but because the organizational form as such creates moral risks in these areas.
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32

Jordan, Peter J., Neal M. Ashkanasy, and Catherine S. Daus. Emotional Intelligence: Rhetoric or Reality? Edited by Susan Cartwright and Cary L. Cooper. Oxford University Press, 2009. http://dx.doi.org/10.1093/oxfordhb/9780199234738.003.0003.

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The construct of emotional intelligence is confusing, and emotional intelligence researchers must “seem mad” to be embroiled in debate. To be sure, emotional intelligence has been one of the more controversial constructs to be considered in personnel psychology. There have been wide-ranging and substantial claims about the potential of emotional intelligence in predicting a broad range of workplace behavior. This article assesses the efficacy of the emotional intelligence construct by examining variables that have an impact at the organizational level. In particular, it examines the impact of emotional intelligence on prosocial behaviors, antisocial behaviors, and leadership. This article concludes with some recommendations for advancing research into emotional intelligence in the area of personnel psychology, and in particular, it comments on the need for emotional intelligence research to be extended to cover macro-organizational variables such as culture and climate.
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33

Duffy, Brooke Erin. Production Tensions. University of Illinois Press, 2017. http://dx.doi.org/10.5406/illinois/9780252037962.003.0004.

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This chapter examines how convergence-related transformations are redefining what it means to be a magazine producer and how this differentiates those who work in magazine production from other individuals, organizations, and industries involved in the production of culture. It considers how these changes are leading to increased demands on workers, interorganizational tensions, and a professional culture that tends to favor certain types of people. It also explores whether this emergent professional culture has the potential to reproduce gender hierarchies and other social inequalities. The chapter suggests that the concurrent trends of multi-skilled labor and consumer co-creative practices in the digital age have resulted in a further deprofessionalization of roles and positions within women's magazines. However, the effects of this deprofessionalization are being felt unevenly across the industry, and decision-making power is firmly locked into traditional organizational hierarchies.
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34

Bradley-Geist, Jill C., and James M. Schmidtke. Immigrants in the Workplace. Edited by Adrienne J. Colella and Eden B. King. Oxford University Press, 2015. http://dx.doi.org/10.1093/oxfordhb/9780199363643.013.12.

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Compared with women and racial/ethnic minorities, immigrants arguably have received less attention from organizational scholars of workplace diversity. Given increased rates of immigration worldwide and increasing societal scrutiny of immigration laws and policies, more research is needed to examine possible stereotyping, prejudice, and discrimination faced by immigrants in the workplace. The current chapter reviews existing research related to immigrants specifically and diversity (e.g., contact hypothesis, mixed stereotype content model) more generally. The extant literature is organized using integrated threat theory as a framework to better understand potential precursors of discrimination against immigrants, including symbolic threats (e.g., perceived threats to the culture and language of “natives), realistic threats (e.g., perceived threats to jobs, perceived usage of tax dollars, perceived crime risk), and stereotyping (e.g. the ambivalent stereotypes of immigrants depending on their country of origin). The chapter concludes with suggestions for future research in this area.
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35

Aufderheide, Dean. Communication in correctional psychiatry. Oxford University Press, 2015. http://dx.doi.org/10.1093/med/9780199360574.003.0009.

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When the competing cultures and communication styles of correctional and health care professionals clash, communication is compromised and the potential for problems and unwanted outcomes is compounded. Notwithstanding the inherent cultural differences among interdisciplinary staff, effective communication in a correctional setting is especially challenging for psychiatrists. Whether transitioning from the protective structure of a residency, or moving from a private practice or other mental health setting, psychiatrists working in a jail or prison will likely experience their new environment as replete with competing interests and priorities. Also, unlike in a health care setting, where physicians are at the top of the hierarchy, psychiatrists working in a jail or prison are further down the organizational hierarchy. It is in such an environment that it becomes critically important for psychiatrists to develop communication strategies that are successful in creating effective and sustainable working relationships not only with patients, but also with the facility’s leadership, security staff, treatment team members, and other interdisciplinary staff. This chapter will discuss ways in which psychiatrists play a critical role in mission requirements that necessitate effective communication skills with interdisciplinary staff in jails and prisons. From identifying the variables in the correctional culture that shape communication to improving interdisciplinary collaboration, this chapter will explore the ways in which correctional psychiatrists can model effective communication styles and strategies that enhance professional credibility and improve treatment outcomes.
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36

Saranakumar, Dr AR, Megha Ojha, Dr Malkar Vinod, and Dr D. Baskaran. Digital Innovation, Transformation and Disruption of Higher Education. SVDES BOOK SERIES, Delhi, 2022. http://dx.doi.org/10.52458/9789391842468.2022.eb.

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The theme of this book “Digital Innovation, Transformation and Disruption of Higher Education" was chosen due to its relevance in the global digitalized world. Digital transformation is the process of using digital technologies to create new — or modify existing — business processes, culture, and customer experiences to meet changing business and market requirements. This reimagining of business in the digital age is digital transformation. Digital transformation is the integration of digital technology into all areas of a business, fundamentally changing how you operate and deliver value to customers. It's also a cultural change that requires organizations to continually challenge the status quo, experiment, and get comfortable with failure. Technology has the potential to revolutionize the traditional teaching and learning process. It can eliminate the barriers to education imposed by space and time and dramatically expand access to lifelong learning. Students no longer have to meet in the same place at the same time to learn together from an instructor. Digital transformation in higher education refers to an organizational change realized by means of digital technologies and business models with the aim to improve an institution's operational performance. The book encompasses chapters with research-based perspectives in the area of digital innovations & related fields. The book can be read as a compendium of readings of digitization of higher education institutions, business and industry. We editors offer heartfelt thanks to all contributors for their valuable research incorporated in this edited book as a chapter.
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