This practical text covers essential aspects of managing employees, providing relevant and interesting case studies to enable students to develop the management skills and approaches needed at all levels. The book includes a wealth of case studies across industries including public relations and nonprofits and hailing from several regions.
This practical text covers essential aspects of managing employees, providing relevant and interesting case studies to enable students to develop the management skills and approaches needed at all levels. The book includes a wealth of case studies across industries including public relations and nonprofits and hailing from several regions.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Laurie L. Levesque is an associate professor of management at Suffolk University where she co-leads a community of practice around case writing and teaching. Her publications appear in The Case Journal, The Case Research Journal, the International Journal of Instructional Cases, Academy of Management Review, Organization Science, Journal of Management Education, Management Teaching Review, and as the featured case in the Case Writing Workbook, 3e. She earned a doctorate from Carnegie Mellon University.
Inhaltsangabe
Introduction Laurie L. Levesque Case Preparation and Analysis for Students Gina Vega and Rob Edwards Part I Creating a Positive Climate and Organizational Culture Case 1 Quiet Springs: Engaging Your Team as a New Leader Quinn W. Cunningham, Apryl L. Roach, and Eugene J. Kutcher Case 2 Building a (New) Company Culture at Ma Reilly's Cafe Laurie L. Levesque and George C. Kokoros Case 3 Reveal a Mistake to the Boss? Trust and Psychological Safety in a Market Research Team Amanda S. Patel Case 4 The Outspoken Contractor: Inclusion and Conflict Across Organizational Boundaries Gina Vega Part II Navigating Power Relationships Case 5 Employee Voice at Bitfrost: Different Perspectives of Managers and Employees to Voice Behavior Matheus Fonseca Case 6 The Undermined Manager: Diversity, Influence Tactics, or Inexperience? Holly Chiu Case 7 The Chairman's Jokes: Dealing with a Leader's Inappropriate Behavior Ralf Mehnert-Meland Part III Handling Workplace Conflict Case 8 Place of Hope and the Board Meeting Disruption Roland J. Kushner Case 9 Conflict Unveiled: Intergroup Blame Between Information Technology Teams Ankur Nandedkar and Roger S. Brown Case 10 Bias or Poor Training? The Wine Train Incident Monika L. Hudson and K. O. Hunter Part IV Managing Cross-Cultural Challenges Case 11 Culture Clash and the Unraveling of an Immigrant Entrepreneur's American Dream Rifat Mahmud, Joy A. Jones, and Elizabeth A. McCrea Case 12 Trust and Communication Across Borders: Leadership Challenges at Ellume Health George C. Kokoros and Laurie L. Levesque Case 13 When in Rome (or Manila ...): Where Business, Law, and Ethics Meet Ralf Mehnert-Meland Part V Motivating Subordinates and Fostering Engagement Case 14 Employee Retention in a PR Firm: Generational Differences or Insufficient Incentives? Holly Chiu and Laurie L. Levesque Case 15 Colleagues or Sloths? Collaboration and the Allocation of Credit for Contribution Gina Vega Case 16 Sandy Shores Care Center: A Long-Term Care Staffing Crisis Lindsey J. G. Creapeau and Kevin Hansen
Introduction Laurie L. Levesque Case Preparation and Analysis for Students Gina Vega and Rob Edwards Part I Creating a Positive Climate and Organizational Culture Case 1 Quiet Springs: Engaging Your Team as a New Leader Quinn W. Cunningham, Apryl L. Roach, and Eugene J. Kutcher Case 2 Building a (New) Company Culture at Ma Reilly's Cafe Laurie L. Levesque and George C. Kokoros Case 3 Reveal a Mistake to the Boss? Trust and Psychological Safety in a Market Research Team Amanda S. Patel Case 4 The Outspoken Contractor: Inclusion and Conflict Across Organizational Boundaries Gina Vega Part II Navigating Power Relationships Case 5 Employee Voice at Bitfrost: Different Perspectives of Managers and Employees to Voice Behavior Matheus Fonseca Case 6 The Undermined Manager: Diversity, Influence Tactics, or Inexperience? Holly Chiu Case 7 The Chairman's Jokes: Dealing with a Leader's Inappropriate Behavior Ralf Mehnert-Meland Part III Handling Workplace Conflict Case 8 Place of Hope and the Board Meeting Disruption Roland J. Kushner Case 9 Conflict Unveiled: Intergroup Blame Between Information Technology Teams Ankur Nandedkar and Roger S. Brown Case 10 Bias or Poor Training? The Wine Train Incident Monika L. Hudson and K. O. Hunter Part IV Managing Cross-Cultural Challenges Case 11 Culture Clash and the Unraveling of an Immigrant Entrepreneur's American Dream Rifat Mahmud, Joy A. Jones, and Elizabeth A. McCrea Case 12 Trust and Communication Across Borders: Leadership Challenges at Ellume Health George C. Kokoros and Laurie L. Levesque Case 13 When in Rome (or Manila ...): Where Business, Law, and Ethics Meet Ralf Mehnert-Meland Part V Motivating Subordinates and Fostering Engagement Case 14 Employee Retention in a PR Firm: Generational Differences or Insufficient Incentives? Holly Chiu and Laurie L. Levesque Case 15 Colleagues or Sloths? Collaboration and the Allocation of Credit for Contribution Gina Vega Case 16 Sandy Shores Care Center: A Long-Term Care Staffing Crisis Lindsey J. G. Creapeau and Kevin Hansen
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