in Managing Diversity and Equality in Construction‚ In Gale and Davidson‚ Taylor & Francis De Vries‚ S. (1992). Working in multi-ethnic groups. The performance and well-being of minority and majority workers. Arnhem: Gouda Quint. De Vries‚ S.‚ & Pettigrew‚ T. F. (1998). Effects of ethnic diversity: The position of minority workers in two Dutch organizations. Journal of Applied Psychology‚ Volume 28‚ 1503–1529. Dinsbach‚ A. A. (2005). Socialization in the workplace: A focus on migrant groups. Dissertation
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analysis. Thousand Oaks‚ CA: Sage. Olins‚ W. 1989. Corporate identity: Making business strategy visible through design. Boston: Harvard Business School Press. Patton‚ M.Q. 2002. Qualitative research & evaluation methods. Thousand Oaks‚ CA: Sage. Pettigrew‚ A.M. 1990. Longitudinal field research on change: Theory and practice. Organization Science‚ 1: 267-292. Reger‚ R.K. and L.T. Gustafson. 1994. Reframing the organization: Why implementing total quality is easier said than done. Academy of Management
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Organizational Culture Edgar H. Schein This document is copyrighted by the American Psychological Association or one of its allied publishers. This article is intended solely for the personal use of the individual user and is not to be disseminated broadly. I I II II I II ABSTRACT: The concept of organizational culture has received increasing attention in recent years both from academics and practitioners. This article presents the author’s view of how culture shouM be
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CORPORATE COMMUNICATIONS: TOWARDS AN EXTENDED AND PRACTICE-BASED THEORETICAL CONCEPTUALIZATION Joep P. Cornelissen1‚ Betteke Van Ruler2 and Tibor Van Bekkum3 CORPORATE COMMUNICATIONS: TOWARDS AN EXTENDED AND PRACTICE-BASED THEORETICAL CONCEPTUALIZATION Abstract References to the role of corporate communications (CC) in firm-stakeholder interactions have burgeoned in recent years. Indeed‚ it is increasingly recognized that CC has emerged as an important managerial function for organizations
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Culwin. "When Fingers do the Talking: A Study of Text Messaging." Interacting with Computers 17.2 (2005): 167-85. Print. Hertlein‚ Katherine M Lenhart‚ Amanda. "Teens‚ Cell Phones and Texting." Pew Research Center 20 (2010)Print. Lenhart‚ Amanda Pettigrew‚ J. "Text Messaging and Connectedness within Close Interpersonal Relationships." Marriage & Family Review 45.6-8 (2009): 697-716. Print. Kauphusman‚ Kristen
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The complexity of Management Tutor: Geoff Stanley Name: Dung bui ID: s10505683 Word count: Assignment- 2457 Reflection essay: 522 Contents Introduction 0 Nature of Management 0 Complexity in human resource management 1 Power and politics in organisation 4 Types of power 5 References 6 Self- reflection essay 7 Introduction Management is the act of getting individuals
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References: Zan‚ L.‚ Zambon‚ S. and Pettigrew‚ M.A. (1993) Perspectives on Strategic Change‚ Kluwer Academic Publishers‚ USA. Burkhart‚ P. L.and Reuss‚ S. (1993)‚ Successful Strategic Planning: A Guide for Nonprofit Agencies and Organizations. Newbury Park: Sage Publications. Bradford and Duncan
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MODULE NUMBER: HRM 4065 ORGANIZATIONAL LEARNING AND DEVELOPMENT REPORT TOPIC: An agreed case study report on organization learning and development analyzing appropriate knowledge management‚ design‚ development and learning choices available. MODULE LEADER: PROFESSOR DEREK MILES STUDENT NUMBER: M00373290 SUBMITTED ON: 30TH APRIL 2012 AT MIDDLESEX UNIVERSITY HENDON CAMPUS. CONTENTS: 1. Executive summary 2. Introduction to the report 3. Company Overview 4. The
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How has New Public management (NPM) affected the public services? To what extent has its impact been beneficial? The development of ‘new public management’ (hereafter NPM) over the past 20 years is one of the most striking international trends in public administration. It is important to mention that the rise of NPM is linked with other four megatrends in that period‚ namely: - Attempts to slow down government growth and spending (Dunsire and Hood 1989 cited in Hood 1991‚ p.3);
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integration refers to the ability of the organization to integrate HRM issues into its strategic plans‚ to ensure that the various aspects of HRM cohere and for line managers to fit in an HRM perspective into their decision-making. Hendry and Pettigrew (1986) contrast that HRM is featured by four fundamentals: the use of planning; the design by a coherent approach and management of workforce systems underpinned by some philosophy; business approach is coordinated with the HRM actions and policy;
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