High technology organizations: Context, organization and people

Firms in global high technology industries face key challenges. This paper presents an integrative framework that delineates aspects of their context, organization and human resources. It also identifies tensions within the firm that can only be resolved by increasing the capacity of the firm to deal with multiple and conflicting pressures. High technology firms muct be adept at resolving tensions and learning in a very fast paced and changing world.     

人们为什么追随领导者——对领导影响力的思考

没有追随者,便没有领导者。因此,彼得·德鲁克教授认为:"领导者的唯一定义是拥有跟随者的人。"人们为什么要追随领导者?其根本原因在于领导者对追随者拥有影响力。领导影响力是指领导者影响、改变追随者的心理和行为,赢得追随者的能力。因此,分析研究领导影响力无疑成为破解人们为什么追随领导者的关键。     

Networking--getting to know more people

One of the first and often the most difficult tasks for job seekers is increasing their networks--the number of people they know. A large percentage of people get jobs because people knew them and thought they would be good at it. People must know who you are and what you do in order to recommend you for a job. Networking should be an ongoing process, so that when you need a new position, you have people you already know that you can contact.     

Europe’s wealthy people have to rescue the continent

<正>The social gap in almost every country is increasing.Not even since the financial crisis in 2008 , there is the question of how to counteract this development.In times of facing the woes of the European sovereign debt     

Influence by learning how people process information

To have a successful career in management, you have to pay more attention to refining your communication skills than you ever thought was necessary. In a survey of 100 physician executives, 94 percent felt training was needed in communication skills if you are thinking about becoming a physician executive. When recruiters talk to us about the basic requirements for physician executives, one of the things they say the person needs to have is excellent communication skills. Most people have good communication skills, but what can move you into the category of excellent is paying careful attention to how the person you are talking to processes information. You can only do this if you listen before you do much talking. What do I mean by processing information? When we get up in the morning, the world is out there separate from us. We have to take in information about that world and make decisions all day long. We don't all do this in the same way. In this article, I am going to discuss four ways to process information.     

The Scott Bader Commonwealth: Putting people first

Scott Bader is a ‘commonwealth’ whose members are the workforce (including directors and managers) running a successful business on commercial lines. In 1951, the company's founder transferred ownership to the Commonwealth in such a way as to create an organization which operates for the common good of all who work for it and the benefit of the community. The Scott Bader Commonwealth provides a study in how, even in an age of harsh commercial realism and self interest, it is possible to work to combine both commercial and social ideals.     

Motivation for research participation among people bereaved by suicide

Few studies directly address vulnerable populations' motivation for participating in research. Often motives are expressed spontaneously and typically given post-interview. This article investigates motivation for research participation among informants who have been bereaved by suicide. Informants were specifically asked for their motivation either prior to, or directly after the interview. Four categories of motivations were identified: (1) Helping Others, (2) Venting, (3) Insight, and (4) Just Because. Sixty percent of informants gave more than one motivation. The majority was altruistically motivated; they hoped that by taking part they could play a role in helping to prevent suicide, improving services for the bereaved or moving research forward. Close family members were more likely to be motivated by a desire to help others than more distant family members. Findings are discussed in the context of suicide-related bereavements. Information about research participation as beneficial to others should be given parallel to that of possible strain.     

'The land of smiles': people issues in Thailand

This paper explores Indonesia's Javanese culture and the way to develop closer relationship between expatriates and the host country nationals. Previous research determined that strong social relationship is a major factor in enhancing expatriate adjustment and the overall business operations in Indonesia. This article examines two factors underlining the Javanese culture: (1) the concept of social status and (2) the Javanese business values. The article also suggests three human resource development interventions that may enhance expatriates' understanding of the Javanese culture and that may assist them in building strong relationships with the locals: (1) cross-cultural training, (2) storytelling technique and (3) boundary spanning activities.     

When reputation management is people management: Implications for employee voice

This article explores the relationship between internal reputation management, HRM, and employee voice. Drawing on qualitative data from 25 medium-size and large Norwegian organizations, we find that organizations pursue a desired reputation through a single, official corporate voice by discouraging prohibitive employee voice through technocratic control and coercive HRM practices. The emphasis on technocratic control and coercive HRM occurs despite the widely held belief in reputation and branding literatures that employees should be committed corporate ambassadors who enthusiastically promote their organization's desired reputation and deeply believe in the images they convey to internal and external stakeholders. The findings contribute to studies on reputation management by linking internal reputation management, HRM, and employee voice, pointing out “people management” aspects of reputation management and highlighting important organizational and employee-based consequences.