Organizational Behaviour and Human Resource Management : A Guide to a Specialized MBA Course.

Intro -- Preface -- Contents -- Editors and Contributors -- 1 A Symbiotic Relationship: HR and Organizational Culture -- Abstract -- 1 Introduction -- 2 The Effects of Organizational Culture -- 3 HR's Role in Managing Culture -- 3.1 Company Profile -- 3.2 The Visionary Leader -- 3.3 Organisational Culture at Husky -- 3.4 HR and a Values-Driven Culture -- 3.5 Outcomes of HR Intervention at Husky -- 4 Symbiosis: Actions and Reactions -- 5 A Proactive Role for HR Management -- 6 Conclusions and Recommendations -- Testing Your Knowledge -- Answer the Following Questions as True (T) or False (F) -- Answers -- References -- 2 Teachable Moments in Human Resource Management: National Culture, Organizational Culture, and Intersectionality -- Abstract -- 1 Introduction -- 2 The Fragmentation and Linearization of Business Knowledge -- 2.1 The Origins of the Business School -- 2.2 Teaching and Learning Consequences of the Business School Curriculum -- 3 The Political, Social, and Cultural Embeddedness of HRM -- 4 Teachable Moments: Spontaneous and Deliberate -- 5 National Cultures, Organizational Cultures, and Their Intersectionality -- 5.1 National Culture and Its Consequences -- 5.2 Organizational Culture and Its Impacts -- 5.3 The Intersectionality of Cultural Classifications -- 6 Using Teachable Moments When They Materialize -- 7 Conclusion -- Testing Your Knowledge -- Answer the Following Questions as True (T) or False (F) -- Answers to Review Questions -- References -- 3 The Power to Change a Social System -- Abstract -- 1 The Human Brain is Geared to Understanding Complex Social Interactions -- 2 Social Interactions Can Be Interpreted as Behavioral Patterns or Communication Structures -- 3 Corporate Culture as Emergent Property of a Social System -- 4 Communication Structures Develop Spontaneously and Irrationally.

5 A Social System Can Be Managed but Not Controlled -- 6 Social Systems are Self-sustaining and Self-stabilizing -- 7 Cultural Diversity Means not Playing by the Rules -- 8 Change Means Changing Communication Structures -- 9 Bringing in New Ideas Requires the Decoupling of Links and an Impulse -- 10 Power as the Ability to Change Communication Structures -- 11 Leadership Combines Power with a Vision -- 12 Change Starts Top Down -- 13 Judging People by Their Behavior in a Specific Context -- 14 Resistance as a Lack of Compatibility -- 15 Conclusion and Outlook: Breaking the Patterns -- Testing Your Knowledge -- Answer the Following Questions as True (T) or False (F) -- Answers -- References -- 4 Diversity and Inclusion in the Workplace -- Abstract -- 1 Explaining Diversity and Inclusion -- 2 Benefits of Diversity and Inclusion -- 2.1 Cost Savings -- 2.2 Winning the Talent War -- 2.3 Improved Innovation and Creativity -- 2.4 Increased Flexibility -- 2.5 More Effective Leadership -- 2.6 Business Growth -- 2.7 Increased Commitment -- 2.8 Enhanced Employee Confidence, Morale and Job Satisfaction -- 3 Challenges Associated with Diversity and Inclusion -- 3.1 Increased Costs -- 3.2 Lack of Senior Management Support -- 3.3 Change and Complexity -- 3.4 Tension -- 3.5 Group Agendas -- 3.6 Reverse Discrimination Fears -- 3.7 Tokenism -- 4 Diversity Management and Inclusion: How to Do It -- 5 Diversity Management -- 6 Diversity Training -- 7 Moving to Inclusion -- 8 Thinking Practically: Areas of Diversity to Be Considered -- 9 Conclusion -- Testing Your Knowledge -- Answer the Following Questions as True (T) or False (F) -- Answers -- References -- 5 Management of (Business) Expatriates -- Abstract -- 1 Introduction: Defining Expatriates -- 2 Doing It Better -- 2.1 Recruitment and Selection -- 2.2 Preparation -- 2.3 Pay and Rewards -- 2.4 Adjustment.

2.5 Return -- 3 Measuring and Monitoring Performance -- 3.1 Defining Value -- 3.2 Assessing Value -- 4 Reducing the Cost: Options -- 4.1 Reducing Compensation -- 4.2 Find Alternatives to (Expensive) Assigned Expatriates -- 4.3 Avoid Family Relocation -- 4.4 Hire Expatriates Locally -- 5 Conclusion -- Testing Your Knowledge -- Answer the Following Questions as True (T) or False (F) -- Review Questions (Multiple Choice) -- Answers -- Review questions (True or False): ANSWERS -- Review Questions (Multiple Choice) ANSWERS -- References -- 6 Global Talent Management -- Abstract -- 1 Introduction -- 2 Global Talent Management (GTM) -- 3 Global Talent Management Practices -- 3.1 Attraction -- 4 Training and Development -- 5 Performance Evaluation -- 6 Retention -- 6.1 Global Talent Management in Africa -- 6.2 Practical Implications -- 7 Conclusion -- Testing Your Knowledge -- Answer the Following Questions as True (T) or False (F) -- Answers -- References -- 7 Theoretical Models of Human Resource Management: The Anthropological Model as a Full Model to Manage Human Resources -- Abstract -- 1 Introduction -- 2 Traditional Human Resource Management Models -- 3 Models Focused on the Motivational Quality of the Individual -- 4 Mechanistic Model: Organization as a Technical System -- 5 Organic or Psycho-sociological Model: Organization as a Social System -- 6 Anthropological or Humanistic Model: Organization as a Human System -- 7 Final Considerations -- Testing Your Knowledge -- Answer the Following Questions as True (T) or False (F) -- Answers -- References -- 8 Training and Development of Human Resources: A Brief Contribution to a Better Understanding of Its Relevance -- Abstract -- 1 Training and Development: Concepts, Objectives and Differences -- 2 The Relevance of Training and Development Nowadays -- 2.1 Contribute to Accelerate Social Development.

2.2 Help Change Attitudes/Behaviors -- 2.3 Prepare the Future -- 3 Workers Training and Development and Human Resource Management -- 4 The Trainer Role as a Change Agent -- 5 The Training Process -- 5.1 Identification of Training Needs -- 5.1.1 Organizational Level -- 5.1.2 Functional Level -- 5.1.3 Individual Level -- 5.2 Definition of Training Programs -- 5.3 Evaluation of the Program/Results of the Training -- 6 Training Methods: Know to Know, Know to Be and Know to Do -- 6.1 Training "On-the-job" and "Off-the-job" -- 6.2 Training Within Industry (TWI) -- 6.3 Method of Cases (Case Studies) -- 6.4 Dramatization/Role Playing -- 6.5 Job Rotation -- 7 New/More Recent Training Methods -- 7.1 Mentoring -- 7.2 Coaching -- 7.3 Assessing -- 7.4 Facilitating -- 7.5 The Dynamics of Working Groups/Teams -- 7.6 Learning Action ("Action Learning" -- "Learning by Doing") -- 7.7 Organizational Learning -- 8 Diversity in the Training and Development of Human Resources -- 8.1 The Learning Theory -- 8.2 By Way of Conclusion … -- Testing Your Knowledge -- Answer the Following Questions as True (T) or False (F) -- Answers -- References -- Index.

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Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.