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Follett's work set the stage for a generation of effective, progressive changes in management philosophy, style, and practice, revolutionizing and humanizing the American workplace and allowing the fulfillment of Douglas McGregor's management vision of quantum leaps in productivity effected through the humanization of the workplace.
Resistance (also referred to as backlash) to diversity efforts in organizations is a well-established and ubiquitous phenomenon [1] [2] that may be characterized by thoughts, feelings, or behaviors that undermine the success of diversity-related organizational change initiatives to recruit or retain diverse personnel. [2]
The No Asshole Rule: Building a Civilized Workplace and Surviving One That Isn't is a book by Stanford professor Robert I. Sutton. He initially wrote an essay [1] for the Harvard Business Review, published in the breakthrough ideas for 2004. Following the essay, he received more than one thousand emails and testimonies.
Chelsea Candelario/PureWow. 2. “I know my worth. I embrace my power. I say if I’m beautiful. I say if I’m strong. You will not determine my story.
“Things change. And friends leave. Life doesn’t stop for anybody.” — Stephen Chbosky, “The Perks of Being a Wallflower” “We cannot change what we are not aware of, and once we are ...
When fictional television anchor Howard Beale leaned out of the window, chanting, "I'm mad as hell, and I'm not going to take it anymore!" in the 1976 movie 'Network,' he struck a chord with ...
Organizational identification and workplace freedom of speech has an effect on an individual's choice of expressing dissent (Kassing, 2000). If an individual highly identifies himself or herself with the organization, they are more likely to use the dissent strategy that mirrors the organization's values .
However, if the leverage points associated with the root causes of change resistance exist and can be found, the system will not resist changing them. This is an important principle of social system behavior. For example, Harich found the main root cause of successful systemic change resistance to be high "deception effectiveness."