Suchergebnisse

Organisations are facing enormous changes in the demographic composition of the workforce. Racial groups that have traditionally been professionally isolated from one another are working together as more minorities are assimilated into the workforce (Lewan, 1990). The Hudson Institute's Workforce 2000 statistics project that women, minorities, and immigrants will soon make up the majority of new entrants into the American workforce (Johnston & Packer, 1987). This diversity brings numerous racial and cultural differences into corporations. As a result, managing diversity increasingly appears on the agendas of organisational leaders (Cox & Blake, 1991).

The Company File Project is a group-oriented, semester-long research exercise in which students are expected to gather and analyze data pertaining to a U.S.-based, publicly traded corporation and to tie this information to the managerial topics covered in the textbook and lecture. Students who participate in the company research project express overwhelming support for the continued use of the company file. They find that the project increases their understanding of managerial concepts and allows them the benefits of meeting and working with many different people.

In an exploration of the institutionalization of the dominant international belief of limited population growth by individual nations, evidence is sought relating a decrease in population growth rates to the institutionalization of worldviews. UN measures of governmental opinions & crude growth rate statistics are used to assess the views of 141 nations toward their own population growth & compared to actual growth rates. Findings indicate that national views toward perceived population growth increasingly reflect the dominant worldview that population growth rates are too high. By augmenting traditional demographic theory with institutional theory, a clearer understanding of this phenomenon is possible. These findings provide valuable insights into the diffusion of social values at the global level. 4 Tables, 35 References. Adapted from the source document.

The authors developed and tested a model that depicts interactional justice as a mediator of the effects of managers' influence tactics on subordinates' resistance. Data collected from supervised workers provided evidence of mediated moderation: The use of hard influence tactics was associated with lower resistance when they were used with soft influence tactics. This effect was mediated by the experience of interactional justice. Although the use of rational influence tactics was unrelated to subordinates' resistance, it was associated with greater interactional justice when they were not used with soft influence tactics. Resistance was also related to the content of the influence attempt: Resistance was lower when targets perceived the request to be interesting, important, and unarnbiguous. Implications and directions for future research are briefly discussed.