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The extant literature indicates that blended learning leads to better outcomes compared to traditional lectures in management education. However, the working memory, which processes all incoming information, can be assumed to already work at capacity in traditional lectures. As blended environments cannot extend this capacity, they can only improve learning effectiveness if they can influence the mechanics underlying the working memory. Drawing on cognitive load theory from educational psychology, we posit that blended learning, by using technology as a differentiator, provides instructional designers with additional options and tools. When utilized effectively, these choices can reduce learners' cognitive load related to the design and increase cognitive load related to learning. Our assumptions are based on a case study with two different learning formats, including a blended environment that actively integrates technologies into the curriculum. Empirical evidence supports our hypotheses. We contribute to educational technology research in management education by explicitly considering the mechanics of the cognitive system and the effects of instructional design, curriculum choice, and related technology use. Our results suggest that blended environments can improve learning effectiveness if technologies are well integrated into curricula. Educational technologies, thus, provide entirely new opportunities for management educators but also require faculty development.

Based on a study of leader communication effectiveness conducted in a large human resource outsourcing firm, this article reports how virtual team members' perceptions of their leaders' effective use of communication tools and techniques affect team performance outcomes. The study also investigates the role that trust plays in moderating the relationship between virtual team members' perceptions of their leaders' effective use of communication and team performance. Analysis of 458 responses from 68 teams found a positive relationship between virtual team members' perceptions of leaders' effective use of communications and team members' perception of their team's performance. The study also found that trust strengthens the relationship between perceived leader communication effectiveness and team performance results. Last, the study also revealed serious organizational alignment issues between what team members perceived to be effective leader communication, their perception of team performance outcomes, and the organizations performance measured by a balanced scorecard.

This ebook consists of a summary of the ideas, viewpoints and facts presented by Lou Dobbs in his book 'Exporting America: why Corporate Greed Is Shipping American Jobs Overseas'. This summary offers a concise overview of the entire book in less than 30 minutes reading time. However this work does not replace in any case Lou Dobbs' book.Dobbs argues that the American dream must be preserved.

Cover -- Contents -- List of Figures, Tables and Boxes -- Acknowledgements -- 1 Introduction: The Psychology of Work Groups and Organizations -- Introduction -- Group dynamics -- The larger organization -- Summary -- Questions -- Part I: Group Processes and Outcomes -- 2 Performance and Decision-Making in Work Groups -- Introduction -- Definition and types of work groups -- Individual versus group performance -- Decision-making in groups -- Work group effectiveness in organizational contexts -- Some practical implications for groups at work -- Summary -- Questions -- 3 Conflict and Negotiation in Groups at Work -- Introduction -- The conflict process -- Conflict and work group effectiveness -- Conflict management and negotiation in the workplace -- Summary -- Questions -- 4 Group Creativity and Innovation -- Introduction -- The concepts of innovation and creativity -- Factors affecting organizational creativity and innovation -- Creativity-enhancement techniques -- Summary -- Questions -- Part II: The Larger Organization -- 5 The Concept of Organizational Culture -- Introduction -- What is organizational culture? -- The manifestation of culture at various levels of awareness -- The elements of organizational culture -- The use of qualitative and quantitative methods -- The relationship between organizational culture and organizational climate -- Summary -- Questions -- 6 Leadership and Organizational Culture -- Introduction -- Schein's theoretical account of organizational culture and leadership -- Trice and Beyer's approach to cultural leadership -- Transformational leadership and organizational culture -- Leadership and national culture -- Leadership, organizational culture and performance -- Summary -- Questions -- 7 Organizational Culture and Performance -- Introduction -- The strong culture hypothesis.

Abstract Author: Gosim Martin Onu Chukwu Title of Thesis: "Participatory evaluation: an action research intervention to improve training effectiveness" Background: The managers of Zenith Medical Centre, a Nigerian hospital, desired to experiment a change to a process of evaluation that could improve training effectiveness for all stakeholders. Concern about evaluating training for effectiveness is not new. The past 50 years have witnessed a growing number of evaluation methods developed by scholars and practitioners to provide human resource development (HRD) professionals with alternatives for measuring training outcomes. However, investigation on the uses of evaluation data to improve training outcomes from the perspectives of divergent stakeholders is limited. Participatory evaluation (PE) through action research (AR) intervention was particularly considered as a viable means of improving training effectiveness by increased use of evaluation data. Aims of the Investigation: The aims of the intervention were to deepen insight and understanding of PE from the perspectives of stakeholders, practically implement a change of the evaluation system and produce new knowledge for the action research community. Design/Methodology/Approach: The action research approach was used from a social constructionist perspective to engage training stakeholders in the organization as participants. This perspective required working in the participatory action research (PAR) mode. Therefore, the project followed a cyclical process model (CPM) of the AR iterative process of constructing, planning, acting and evaluating. The CPM model was to accommodate the quality principles for using theory to both guide issue diagnosis and reflection on the intervention. Data on participatory evaluation were generated through focus groups and one-on-one interviews and analyzed using template analysis. Findings: By identifying and discussing their stakes, contributions and inducements in training, participants were able to reflect on their own learning, gain insight into their own work situation by sharing experiences and these facilitated peer and management support. The results were deeper insight into training evaluation; change in behavior and perceptions; and the use of quality data to improve training design, delivery and participation. The participatory process also enabled participants to learn self-direction and self-management by becoming aware of discussing problems or issues of concern to them in the workplace, group coherence and social support. Profoundly, all levels of stakeholders tried actively to change their working conditions by participating in action research activities. Implications: The study has implications for research and practice in three perspectives: First-person implications of deepening the researcher's understanding and knowledge and providing professional development for his practice; second-person implications of deepening understanding and knowledge and providing improved day-to-day practice for the participants, practical solutions to the issue and organizational learning for the client; and third-person implication of providing specific knowledge for the wider action research community. Limitations: The research does not cover the political implications of the findings and opportunities they create for further research. It is limited to evaluation process while leaving out organizational decision making which is another factor affecting the utilization of evaluation data. Future studies should consider the question of what happens if the process of evaluation is right but the organizational politics or decision making structures hinders evaluation use. Word count: 50,881 (excluding appendices and references) Abstract: 503 Keywords: Action research; focus group; participatory action research; participatory evaluation

This article discusses collaborative arrangements within the state and looks at their consequences for democratic accountability in networked governance involving public actors at different levels and in different policy areas. Applying an institutional perspective, it examines two such collaborations in Norway: work-related organized crime and vulnerable youths. It finds that horizontal collaborations incorporate local differentiation and expertise resulting in a 'collaborative culture' facilitating broader involvement and more deliberative processes. However, top-down mechanisms, organizational commitment, resource allocation, and monitoring are also important. The cases demonstrate a shift towards more informal, voluntary, and horizontal accountability existing in the shadow of hierarchy, constraining the collaborative arrangements' effectiveness and making them more complex and multi-layered.

Work teams must increasingly operate in complex environments characterized by multiple external actors beyond team and organizational boundaries. Although previous research demonstrates the importance of boundary spanning activities to team effectiveness, it reveals relatively little about the process of boundary spanning in these environments. In this article, we investigated the processes of boundary spanning across multiple external actors in 10 cross-organizational teams. We identified three sequences for reaching out to external actors: (a) moving inside-out from vertical actors inside the host organization to horizontal actors outside of the host organization, (b) moving outside-in from horizontal actors to vertical, and (c) staying-inside with vertical actors from the host organization. Our observations suggest that inside-out and outside-in sequences were more successful than simply pleasing the host organization. We build on our empirical findings to develop a process theory of how team boundary spanning activities across multiple external actors influence team effectiveness. Our research underscores the importance of a team's interactions with actors in its external environment beyond those in an immediate supervisory role and provides insight into the dynamics of boundary spanning in multi-organizational contexts.

As modern societies become more diverse and multicultural, the call for greater inclusion within organizations is getting louder. In response, many organizations have rushed to diversify, without fully understanding the implicit and explicit levels of diversity, the complexity of social identities, and the hidden and often unintended ways differences between members of in-groups and out-groups can lead to social exclusion. By providing a thorough overview of the concept of diversity, distinguishing between competing definitions and types of cultural and cognitive differences, Diversity and Organizational Development helps current and future leaders develop their diversity competency. Concepts of diversity management are explained as value-added activities that increase creativity and innovation, improve problem-solving and organizational flexibility, and aid in the recruitment and retention of top talent. Drawing upon interdisciplinary perspectives from business, economics, psychology, and sociology, this work offers a comprehensive approach to inclusive organizational development through which diversity and inclusion initiatives are supported by all facets of organizational operations and culture. Readers are shown how organizations can move toward the integrating stage of organizational development, during which members of all cultural and identity groups feel included, valued, and empowered through their contributions to organizational success. Making a case for inclusive development through organizational culture, this book further demonstrates how rituals, symbols, and language can create shared meaning among members of diverse organizations, powerfully influencing their effectiveness and strategic performance, while ultimately creating more satisfying workplaces.

Organizational learning and the learning organization are concepts that have attracted a considerable amount of attention over the last decade. The article provides an analysis and evaluation of the main perspectives on learning, particularly in relation to organizational change and effectiveness. The issues involved are illustrated by a brief examination and discussion of four comparative case studies of companies in the automotive industry: the Rover Group, Volvo AB, Tallent Engineering, and GKN Hardy Spicer. The article shows that the four companies attempted to introduce organizational learning in order to develop and maintain their competitiveness. It identifies the issues which appear to be of prime importance when introducing organizational learning. However, the article also maintains that, although organizational learning may be an important factor in building an organization's competitiveness, by itself it cannot and does not guarantee success.

Using Hobfoll's Conservation of Resources (COR) theory as the theoretical framework, this study explored the effectiveness of organizational communication in attenuating the negative effects associated with job insecurity on employee attitudes, behaviors, and physical health. Data were collected from 639 employees in six different companies. As predicted by COR theory, results suggest that high job insecurity is related to lower job satisfaction, more workplace accidents, and more health complaints. However, employees who perceived higher levels of positive organizational communication practices reported fewer negative consequences of job insecurity compared with employees who reported lower levels of organizational communication. Taken together, it is suggested organizations that make a greater effort to communicate with employees may effectively buffer the potentially negative consequences of job insecurity.

This study examines the impact of the introduction of voice mail on (1) the effectiveness of the interorganizational relationship between a manufacturing firm and its network of dealerships and (2) the sales performance of these dealerships. As voice mail was introduced into two of five sales regions, this trial intervention provided an opportunity to assess these organizational impacts using a quasi-experimental research design. The results indicate that voice mail enhanced interorganizational effectiveness as measured by dealership sales performance in two primary ways: directly, due to the store and forward nature of voice mail; and indirectly, due to improved interorganizational relationships between the manufacturer's field representatives and the dealerships' sales managers enabled by the more effective use of written communication media. The study also demonstrates the importance, when examining the organizational impacts of information technology, of devising data-gathering procedures which tightly link the functionality of the technology being examined to specific organizational processes.

"This fully updated second edition explores the importance of innovation and innovative thinking for the long-term success of today's leading media, telecommunications, and information technology companies. The book takes an in-depth look at how smart, creative companies have transformed today's digital economy by introducing unique and highly differentiated products and services. This edition provides a detailed overview of intelligent networks and analyses disruptive business models and processes from companies involved in social media, artificial intelligence, the metaverse, smart cities and robotics among other emerging areas. From Apple to Zoom, this book considers some of the key people, companies and strategies that have transformed the communication industries. Exploring the power of good ideas, this book goes inside the creative edge and looks at what makes such companies successful over time. Digital Media and Innovation is suited to advanced undergraduate and graduate courses in media management, media industries, communication technology, and business management and innovation, and provides up-to-date research for media and business professionals"--