Suchergebnisse

Managing Diversity ist ein neuer us-amerikanischen Managementansatz, der als Konzept zur Bewältigung sozialer Unterschiede (des Geschlechtes, Alters, der sozialen Herkunft, Ethnie und Religion) in Organisationen bereits erfolgreich angewendet. Dieses Konzept versucht, Entwicklungen in Wirtschaft und Gesellschaft entgegenzukommen. Die Internationalisierung der Wirtschaftsbeziehungen erfordert - neben der Vereinheitlichung durch betriebliche Instrumente, der Zielsetzung, der Wirtschaftsreporte bzw. des Controllings - das Management der nicht standardisierbaren Abläufe in Organisationen. Dies bedeutet, die Beobachtung und Initiierung der interkulturellen Kommunikation in und zwischen den Unternehmenseinheiten anzuleiten. Eine demografisch bedingte Heterogenisierung der Mitarbeiterschaft bedarf der Erhöhung der sozialen Kompetenz zum Umgang mit unterschiedlichen Kulturen, Lebensstilen und Verhaltensweisen. Der vorliegende Beitrag beschreibt die Arbeit mit Studierenden zur Erlangung dieser interkultureller Kommunikationsfähigkeit. Der Autor berichtet von seinen Erfahrungen an der Norwegian School of Management. Dabei lenkt er den Blick vor allem auf die Möglichkeiten der Entwicklung sozialer Kompetenz. (ICA).

Proposes that the placement of men in the occupational & educational structure of society can have just as much impact on patterns of family formation as can the position of women. Yet, for men, improved educational & employment opportunities are expected to correlate with an increased tendency to marry & have children. Analysis of data gathered retrospectively from 1,067 life histories of males from three different cohorts taken from the (West) German Life History Study (1989) leads to the conclusion that improved training, employment, & financial stability among men do not have any significant effect on family formation. 5 Tables, 29 References. M. Wagner

Frustration-aggression theory, also known as the frustration-aggression hypothesis, is one of the most seminal theories in aggression research. Since it was first formulated in the late 1930s, it has been applied and studied in many fields, including psychology, ethnology, sociology, and criminology. While there have been several reformulations, additions, and changes, the basic assumption of the frustration-aggression hypothesis is still that frustration, typically understood as an event instead of an emotion, increases the tendency to act or react aggressively. A substantial proportion of the research has dealt with the identification of boundary conditions or moderators and mediators of the causal path from frustration to aggression. Irrespective of these refinements and modifications, there is ample empirical evidence for the existence of this effect and, despite a decline in the overall number of publications that refer to it, frustration-aggression theory has recently found novel applications in particular areas, such as media psychology.

"The moderating effects of centralisation in wage bargaining on strike activity are considered as a stylised fact by many economists. ... Though the theoretical literature on bargaining is concerned mainly with centralisation (measured as the dominant level of bargaining), empirical considerations and studies suggest that the degree of coordination (more importantly) between and within the bargaining parties matters as well. … We explain strike volume (lost working days per 1000 workers and year due to strike actions) by indicators for coordination or the level of centralisation of bargaining and several control variables. Our choice of coordination and centralisation indicators is OECD04. …Though the coefficients for the centralisation and coordination indicators are estimated rather imprecisely and disclaimers regarding the validity and reliability of the used institutional indicators are in order, our investigation shows that high levels of coordination had significant moderating effects on strike activity in the considered period. However, the impact of coordination on strike activity shows a clear decreasing trend, i. e. the less coordinated countries have caught up in the three decades. For the continuous macro variables which acted mainly as controls in our study we find only small impacts on strike volume, suggesting that the institutional frame (including traditions) plays a paramount role for the explanation of differences in both the cross-section and time dimension." (Text excerpt, IAB-Doku) ((en))