People Management Skills in Practice (eBook, PDF)

A Case Study Collection
Redaktion: Levesque, Laurie L.

• Format: PDF

Produktbeschreibung

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.

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Produktdetails

• Verlag: Taylor & Francis
• Seitenzahl: 124
• Erscheinungstermin: 7. November 2024
• Englisch
• ISBN-13: 9781040155226
• Artikelnr.: 72335787

Autorenporträt

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