Perspectives for the Canadian Workplace

Short Description:
This book examines the nature of conflict in the workplace - its sources, costs and management, as well as workplace conflict management with respect to group interactions, organizational culture, and provincial/federal legislation. In addition, this book focuses on the individual; how our perceptions, emotions, motivation, personality and communication skills impact how we manage stress and conflict at work. Throughout the book, readers are encouraged to engage in critical self-assessment and case study review. These exercises provide the reader with the opportunity to assess potential conflict situations, recognize emotions, communicate assertively, and manage conflict with integrity and professionalism.

Long Description:
This Open Educational Resource (OER) is a custom publication for students enrolled in PSYC-6006: Conflict Management.

In the first half of the book, we will examine the nature of conflict in the workplace – its sources, costs and management. We will also briefly examine workplace conflict management with respect to group interactions, organizational culture, and provincial/federal legislation.

During the second half of the book, the focus will be on the individual; how our perceptions, emotions, motivation, personality and communication skills impact how we manage stress and conflict at work.

Throughout the book, you will be encouraged to engage in critical self-assessment and case studies. These exercises will provide you with the opportunity to assess potential conflict situations, recognize your emotions, communicate assertively, and manage conflict with integrity and professionalism.

Word Count: 168804

(Note: This resource's metadata has been created automatically by reformatting and/or combining the information that the author initially provided as part of a bulk import process.)

Short Description:
This book presents novel research results in the dynamics of values, rationality, and power in organizations. Through this understanding, readers will gain insights and frameworks to understand others' actions within their environment. Armed with the knowledge of how values, rationality, and power influence people's actions, readers will gain tools they can use to navigate the complexity of organizations to foster wise action.

Long Description:
Can we develop organizational and managerial wisdom? Can we even put words like “organization” and “manager” in the same sentence as wisdom?

You bet we can.

This book presents novel research results in the dynamics of values, rationality, and power in organizations. Through this understanding, readers will gain insights and frameworks to understand others’ actions within their environment. Armed with the knowledge of how values, rationality, and power influence people’s actions, readers will gain tools they can use to navigate the complexity of organizations to foster wise action.

Word Count: 61795

(Note: This resource's metadata has been created automatically by reformatting and/or combining the information that the author initially provided as part of a bulk import process.)

Short Description:
Principles of Management teaches management principles to tomorrow’s business leaders by weaving three threads through every chapter: strategy, entrepreneurship and active leadership. NewPara https://doi.org/10.24926/8668.1801 ISBN: 978-1-946135-18-6

Long Description:
Principles of Management is adapted from a work produced by a publisher who has requested that they and the original author not receive attribution. This adapted edition is produced by the University of Minnesota Libraries Publishing through the eLearning Support Initiative.

Principles of Management teaches management principles to tomorrow’s business leaders by weaving three threads through every chapter: strategy, entrepreneurship and active leadership.

Strategic — All business school teachings have some orientation toward performance and strategy and are concerned with making choices that lead to high performance. Principles of Management will frame performance using the notion of the triple bottom-line — the idea that economic performance allows individuals and organizations to perform positively in social and environmental ways as well. The triple bottom line is financial, social, and environmental performance. It is important for all students to understand the interdependence of these three facets of organizational performance.

The Entrepreneurial Manager — While the ”General Management“ course at Harvard Business School was historically one of its most popular and impactful courses (pioneered in the 1960s by Joe Bower), recent Harvard MBAs did not see themselves as ”general managers.“ This course was relabeled ”The Entrepreneurial Manager“ in 2006, and has regained its title as one of the most popular courses. This reflects and underlying and growing trend that students, including the undergraduates this book targets, can see themselves as entrepreneurs and active change agents, but not just as managers.

By starting fresh with an entrepreneurial/change management orientation, this text provides an exciting perspective on the art of management that students can relate to. At the same time, this perspective is as relevant to existing for-profit organizations (in the form intrapreneurship) as it is to not-for-profits and new entrepreneurial ventures.

Active Leadership —Starting with the opening chapter, Principles of Management show students how leaders and leadership are essential to personal and organizational effectiveness and effective organizational change. Students are increasingly active as leaders at an early age, and are sometimes painfully aware of the leadership failings they see in public and private organizations. It is the leader and leadership that combine the principles of management (the artist’s palette, tools, and techniques) to create the art of management.

This book’s modular format easily maps to a POLC (Planning, Organizing, Leading, and Controlling) course organization, which was created by Henri Fayol (General and industrial management (1949). London: Pitman Publishing company), and suits the needs of both undergraduate and graduate course in Principles of Management.

This textbook has been used in classes at: College of Alameda, Columbia Basin College, Flagler College, Johnson County Community College, Pasadena City College, Penn State University, Renton Technical College, San Diego Mesa College, Sierra College, Yuba College.

Word Count: 226587

ISBN: 978-1-946135-18-6

(Note: This resource's metadata has been created automatically by reformatting and/or combining the information that the author initially provided as part of a bulk import process.)

Word Count: 5489

Included H5P activities: 12

(Note: This resource's metadata has been created automatically by reformatting and/or combining the information that the author initially provided as part of a bulk import process.)

Using Teams to Facilitate Organizational Development is a compilation of resources, information, and readings from open education resources gathered and produced in one location for the students of Middle Tennessee State University through resources from the James E. Walker Library and Embracing Equity through Open Educational Resources. Portions of this book are adapted from an edition of Human Resource Management and Organizational Behavior, both produced by the University of Minnesota Libraries Publishing through the eLearning Support Initiative and distributed under a Creative Commons license (CC BY-NC-SA). This adaptation has reformatted the original text, and replaced some images and figures to make the resulting whole more shareable. This adaptation has not significantly altered or updated the original. This work is made available under the terms of a Creative Commons Attribution-NonCommercial-ShareAlike license. Additional portions were adapted from Organizational Change, originally adapted from Saylor Academy for the Open Textbook Network under a Creative Commons Attribution-NonCommercial-ShareAlike 3.0 License without attribution as requested by the work’s original creator or licensor.

Course Description:

Students in this course will learn organizational best practices to implement diversity, equity, inclusion, and belonging in the workplace. Students will evaluate laws and policies that apply to diversity and inclusion. Students will also build cultural competencies to foster employee recruitment, motivation, satisfaction, and retention. Additionally, students will analyze the leadership skills and processes needed to develop an organizational culture that is diverse and inclusive. Prerequisite: DEI 333

Learning Outcomes:

Analyze organizational best practices on diversity, equity, inclusion, and belonging. (LO1)
Examine the laws and policies that organizations should implement that pertain to diversity, equity, inclusion, and belonging. (LO2)
Determine diversity management techniques needed to attract, engage, and retain employees. (LO3)
Develop leadership skills and cultural competencies to cultivate a diverse and inclusive organizational culture. (LO4)

Using examples from anthropology and sociology alongside classical and contemporary social theory, this course explores the nature of dominant and subordinate relationships, types of legitimate authority, and practices of resistance. The course also examines how we are influenced in subtle ways by the people around us, who makes controlling decisions in the family, how people get ahead at work, and whether democracies, in fact, reflect the "will of the people."

The Canadian edition of Organizational Behaviour is an updated textbook for Organizational Behaviour courses with a focus on Canadian content. This textbook has been updated with relevant and current examples and includes Canadian statistical and demographic information. It provides a comprehensive overview of the key concepts that make up an introductory course to Organizational Behaviour. This textbook is an excellent resource for students, balancing fundamental theories with relevant examples.

This course is an introduction to the use of accounting information by managers for decision making, performance evaluation and control. The course should be useful for those who intend to work as management consultants, for LFM (Leaders for Manufacturing) students, and in general, for those who will become senior managers.

This course examines management accounting and related analytical methodologies for decision making and control in profit-directed organizations. It also defines product costing, budgetary control systems, and performance evaluation systems for planning, coordinating, and monitoring the performance of a business. This course defines principles of measurement and develops framework for assessing behavioral dimensions of control systems; impact of different managerial styles on motivation and performance in an organization.

COMM 3893 & MGT 3123

Short Description:
Demonstrate an understanding of key topics and concepts, including communication networks, media management, organizational culture and climate, intercultural communication, meetings management, ethical communication, assessing communication quality, and crisis communication – and the impact of social technologies.

Long Description:
This course will examine fundamental principles and theories of organizational communication. Students will analyze the effects of communication on organizational quality; discuss specific skill sets necessary for effective internal communication; analyze methods of managing information; discuss the value and methods used to create organizational networks; and study the influence of organizational culture on organizational communication. Crisis communication, intercultural communication, and communication assessment will be introduced.

Word Count: 47313

(Note: This resource's metadata has been created automatically by reformatting and/or combining the information that the author initially provided as part of a bulk import process.)

Teaching the strategic management course can be a challenge for many professors. In most business schools, strategic management is a ŇcapstoneÓ course that requires students to draw on insights from various functional courses they have completed (such as marketing, finance, and accounting) in order to understand how top executives make the strategic decisions that drive whether organizations succeed or fail. Although students have taken these functional courses, many students have very little experience with major organizational choices. It is this inexperience that can undermine many studentsŐ engagement in the course.

Short Description:
Principles of Management teaches management principles to tomorrow’s business leaders by weaving three threads through every chapter: strategy, entrepreneurship and active leadership. NewPara https://doi.org/10.24926/8668.1801

Long Description:
Principles of Management is adapted from a work produced by a publisher who has requested that they and the original author not receive attribution. This edition was revised from the edition that is produced by the University of Minnesota Libraries Publishing through the eLearning Support Initiative.

Principles of Management teaches management principles to tomorrow’s business leaders by weaving three threads through every chapter: strategy, entrepreneurship and active leadership.

Strategic — All business school teachings have some orientation toward performance and strategy and are concerned with making choices that lead to high performance. Principles of Management will frame performance using the notion of the triple bottom-line — the idea that economic performance allows individuals and organizations to perform positively in social and environmental ways as well. The triple bottom line is financial, social, and environmental performance. It is important for all students to understand the interdependence of these three facets of organizational performance.

The Entrepreneurial Manager — While the ”General Management“ course at Harvard Business School was historically one of its most popular and impactful courses (pioneered in the 1960s by Joe Bower), recent Harvard MBAs did not see themselves as ”general managers.“ This course was relabeled ”The Entrepreneurial Manager“ in 2006, and has regained its title as one of the most popular courses. This reflects and underlying and growing trend that students, including the undergraduates this book targets, can see themselves as entrepreneurs and active change agents, but not just as managers.

By starting fresh with an entrepreneurial/change management orientation, this text provides an exciting perspective on the art of management that students can relate to. At the same time, this perspective is as relevant to existing for-profit organizations (in the form intrapreneurship) as it is to not-for-profits and new entrepreneurial ventures.

Active Leadership —Starting with the opening chapter, Principles of Management show students how leaders and leadership are essential to personal and organizational effectiveness and effective organizational change. Students are increasingly active as leaders at an early age, and are sometimes painfully aware of the leadership failings they see in public and private organizations. It is the leader and leadership that combine the principles of management (the artist’s palette, tools, and techniques) to create the art of management.

This book’s modular format easily maps to a POLC (Planning, Organizing, Leading, and Controlling) course organization, which was created by Henri Fayol (General and industrial management (1949). London: Pitman Publishing company), and suits the needs of both undergraduate and graduate course in Principles of Management.

This textbook has been used in classes at: College of Alameda, Columbia Basin College, Flagler College, Johnson County Community College, Pasadena City College, Penn State University, Renton Technical College, San Diego Mesa College, Sierra College, Yuba College.

Word Count: 115678

(Note: This resource's metadata has been created automatically as part of a bulk import process by reformatting and/or combining the information that the author initially provided. As a result, there may be errors in formatting.)

This course is designed to provide the student with the range of communication issues a manager will face in the future.  Enduring issues on how to write and speak effectively and devise a successful communications strategy as well as how to make the best use of telecommunications technology will be explored.  Through readings, case studies and application, the student will study such areas as handling feedback, managing meetings, communicating change, communicating with diverse populations and external audiences.  Special focus on how to use communications to achieve organizational goals, how to adapt their communications to the specific needs of their audiences, and how to prepare for intercultural communications challenges. 

This course discusses the basics every manager needs to organize successful technology-driven innovation in both entrepreneurial and established firms. We start by examining innovation-based strategies as a source of competitive advantage and then examine how to build organizations that excel at identifying, building and commercializing technological innovations. Major topics include how the innovation process works; creating an organizational environment that rewards innovation and entrepreneurship; designing appropriate innovation processes (e.g. stage-gate, portfolio management); organizing to take advantage of internal and external sources of innovation; and structuring entrepreneurial and established organizations for effective innovation. The course examines how entrepreneurs can shape their firms so that they continuously build and commercialize valuable innovations. Many of the examples also focus on how established firms can become more entrepreneurial in their approach to innovation.

Short Description:
Organizational Behavior bridges the gap between theory and practice with a distinct ”experiential“ approach. NewPara https://doi.org/10.24926/8668.1501 ISBN: 978-1-946135-15-5

Long Description:
Organizational Behavior is adapted from a work produced and distributed under a Creative Commons license (CC BY-NC-SA) in 2010 by a publisher who has requested that they and the original author not receive attribution. This adapted edition is produced by the University of Minnesota Libraries Publishing through the eLearning Support Initiative.

Organizational Behavior bridges the gap between theory and practice with a distinct ”experiential“ approach.

On average, a worker in the USA will change jobs 10 times in 20 years. In order to succeed in this type of career situation, individuals need to be armed with the tools necessary to be life-long learners. To that end, this book is not be about giving students all the answers to every situation they may encounter when they start their first job or as they continue up the career ladder. Instead, this book gives students the vocabulary, framework, and critical thinking skills necessary to diagnose situations, ask tough questions, evaluate the answers received, and to act in an effective and ethical manner regardless of situational characteristics.

Often, students taking OB either do not understand how important knowledge of OB can be to their professional careers, or they DO understand and they want to put that knowledge into practice. Organizational Behavior takes a more experiential angle to the material to meet both of those needs. The experiential approach can be incorporated in the classroom primarily through the ”OB Toolbox.“ This feature brings life to the concepts and allows students to not only see how the OB theories unfold, but to practice them, as well.

Word Count: 208280

ISBN: 978-1-946135-15-5

(Note: This resource's metadata has been created automatically as part of a bulk import process by reformatting and/or combining the information that the author initially provided. As a result, there may be errors in formatting.)

Leadership Communication Edition, University of Arkansas

Long Description:
This version adapted for leadership communication. Chapters from the original have been reordered. Some chapters have been deleted in this version.

Principles of Management is adapted from a work produced by a publisher who has requested that they and the original author not receive attribution. This adapted edition is produced by the University of Minnesota Libraries Publishing through the eLearning Support Initiative.

Principles of Management teaches management principles to tomorrow’s business leaders by weaving three threads through every chapter: strategy, entrepreneurship and active leadership.

Strategic — All business school teachings have some orientation toward performance and strategy and are concerned with making choices that lead to high performance. Principles of Management will frame performance using the notion of the triple bottom-line — the idea that economic performance allows individuals and organizations to perform positively in social and environmental ways as well. The triple bottom line is financial, social, and environmental performance. It is important for all students to understand the interdependence of these three facets of organizational performance.

The Entrepreneurial Manager — While the ”General Management“ course at Harvard Business School was historically one of its most popular and impactful courses (pioneered in the 1960s by Joe Bower), recent Harvard MBAs did not see themselves as ”general managers.“ This course was relabeled ”The Entrepreneurial Manager“ in 2006, and has regained its title as one of the most popular courses. This reflects and underlying and growing trend that students, including the undergraduates this book targets, can see themselves as entrepreneurs and active change agents, but not just as managers.

By starting fresh with an entrepreneurial/change management orientation, this text provides an exciting perspective on the art of management that students can relate to. At the same time, this perspective is as relevant to existing for-profit organizations (in the form intrapreneurship) as it is to not-for-profits and new entrepreneurial ventures.

Active Leadership —Starting with the opening chapter, Principles of Management show students how leaders and leadership are essential to personal and organizational effectiveness and effective organizational change. Students are increasingly active as leaders at an early age, and are sometimes painfully aware of the leadership failings they see in public and private organizations. It is the leader and leadership that combine the principles of management (the artist’s palette, tools, and techniques) to create the art of management.

This book’s modular format easily maps to a POLC (Planning, Organizing, Leading, and Controlling) course organization, which was created by Henri Fayol (General and industrial management (1949). London: Pitman Publishing company), and suits the needs of both undergraduate and graduate course in Principles of Management.

This textbook has been used in classes at: College of Alameda, Columbia Basin College, Flagler College, Johnson County Community College, Pasadena City College, Penn State University, Renton Technical College, San Diego Mesa College, Sierra College, Yuba College.

Word Count: 226754

(Note: This resource's metadata has been created automatically by reformatting and/or combining the information that the author initially provided as part of a bulk import process.)

Category theory is a relatively new branch of mathematics that has transformed much of pure math research. The technical advance is that category theory provides a framework in which to organize formal systems and by which to translate between them, allowing one to transfer knowledge from one field to another. But this same organizational framework also has many compelling examples outside of pure math. In this course, we will give seven sketches on real-world applications of category theory.