Suchergebnisse

"Trotz der oberflächlich betrachteten großen Unterschiede in den verschiedenen Ansätzen der Organisations- und Managementforschung gibt es Ähnlichkeiten, die insbesondere für die gleichstellungsbezogene Sichtweise von Bedeutung sind. Drei verschiedene Perspektiven nimmt die Verfasserin im Folgenden ein, um einige zentrale Annahmen im dominierenden, privilegierten Management- und Führungsverständnis über die verschiedenen Forschungsrichtungen hinweg offen zu legen. Es sind dies: -die Individuumszentriertheit bzw. die Gegenständlichkeit und das damit verbundene Subjekt-Objekt-Verständnis von Beziehungen,; -das Denken einer hierarchisch stratifizierten Dominanzkultur und; -der "männliche" Blick verbunden mit einer bestimmten ökonomischen Rationalität." In einem erweiterten Denkrahmen, der ein grundsätzlich anderes Verständnis von Gleichstellung möglich macht, zeigt dann die Autorin, wie sich Management und Führung vor dem Hintergrund einer partnerschaftlichen Unternehmung verändern würden. Sie geht ein insbesondere auf das Entscheidungsverhalten, die Führungsvorstellungen und die organisatorischen Strukturen. (IAB2)

Traditionally, the effectiveness of the senior officials within the
public sector has been disproportionately associated with task instead
of people‐related skills. A study of 74 senior managers within Indian
Railways, over three years, has revealed that managers, in order to
become effective, not only require task and people skills but also
self‐development knowledge and skills. Moreover, the above broad
categories of managerial skills form a hierarchy which suggests that the
more senior positions which managers occupy, the greater the need for
people and self‐development. Explores the implications of the above for
senior management training and development in public sector briefly.

pt. ONE: AN OVERVIEW OF MANAGEMENT. 1: Introduction to organizations and management -- 2: The nature of management -- 3: The development of management thought -- pt. TWO: PLANNING FOR A DYNAMIC ENVIRONMENT. 4: The environment of business -- 5: Ethics and corporate social responsibility -- 6: Planning and strategy formulation -- 7: Fundamentals of decision-making -- 8: Planning and decision aids -- pt. THREE: ORGANIZING. 9: Organizational structure and design -- 10: Organizational change and learning -- pt. FOUR: LEADING. 11: Motivating for performance -- 12: The nature of leadership -- Organizational communication -- 14: Groups and teams in organizations -- 15: Organizational cultures and workforce diversity -- pt. FIVE: CONTROLLING. 16: Controlling in organizations -- 17: Contemporary issues in management

Abstract

Objective: The aim of this article is to attempt to present theoretical considerations towards the concept of diversity management from the perspective of its location in the discipline of management and quality sciences. As the concept of diversity management lacks a strict demarcation between related disciplines, such as economics, psychology, sociology or even biology and cultural anthropology, it should be noted that the specification of paradigms is not closed, and further paradigms, micro-paradigms or mega-paradigms may emerge over time.

Methodology: the research method adopted in the article is literature analysis and inference.

Findings: The approach presented, which points to the permanent development of alternative paradigms and cognitive perspectives in the discipline of management and quality sciences, is a confirmation that these 'sciences' are not 'impregnated' against change and are de facto changing.

Value Added: Consideration of the issue of human capital diversity in organisations and its management has been carried out for many years in the literature, which is characterised by a diversity of definitions and perceptions. It is therefore worth presenting, a cross-cutting historical perspective on the phenomenon of human resource diversity in organisations in the discipline of management and quality sciences.

Recommendations: Diversity management should be defined in the broadest possible way, understanding it as the systematic efforts of an organisation to involve the diversity of its human resources in its activities and to treat it as a strategic advantage. Such a conclusion prejudges the need for further research in relation to the concept of diversity management.

The widest framework available for the treatment of language problems is offered by sociolinguistics. The author of the article begins by introducing sociolinguistics, & claims that one of its four basic thematic clusters, which he calls 'Sociolinguistics IV,' is fully devoted to language problems. Mainstream Sociolinguistics, a US-based social network that has made a fundamental contribution to sociolinguistics since the 1960s, developed a version of 'Sociolinguistics IV' that is known as Language Planning. It is in confrontation with Language Planning that the theory of Language Management grew in the 1980s & 1990s. This paper briefly discusses the contribution & problems characteristic of Language Planning & outlines the main features of the Language Management theory. Among these, special attention is paid to the process of language management, which develops out of deviations from norms, whereby some of the deviations are noted, some of the noted deviations are evaluated, & certain adjustment plans are considered & implemented. Finally, the paper suggests that the Language Management theory could perhaps make a valid contribution to other social science disciplines, such as sociology or political science.

This book draws on a wide range of practical examples to describe how conflicts within organisations are traditionally managed and the complementary conflict management methods that can be employed. Stephan Proksch clearly explains these innovative methods and their potential applications. The central focus is on mediation as an effective form of conflict resolution. Discussion and questioning techniques as conflict management tools are explained in simple and concise terms.

Reputation is one of the most complex assets of an organization. Despite the call for consistent management of corporate reputatation, comprehensive approaches to measure and steer a company's reputation are still in their infancy. Reputation management aims at creating a balance between stakeholder demands, prceptions and corporate reality in order to foster behavior that helps a company achieve its business goals