In their continuing quest for new product ideas, marketers are directed to the U.S. Census figures where they can identify shifting populations and newly emerging demographic…
Abstract
In their continuing quest for new product ideas, marketers are directed to the U.S. Census figures where they can identify shifting populations and newly emerging demographic entities. Rather than relying on old stereotypes for direction, marketers must study the changed values, attitudes, lifestyles and self‐image of these groups. Using qualitative research techniques, the author says will result in implications for new product development, production, sales and marketing. The author identifies three groups whose lifestyles she has studied and who fit the parameters described above: Working women, singles and the 50‐plus age group. Opportunities for marketers are suggested as she describes their changed lifestyles which create a need for new products and services.
Thorstein Veblen would certainly be stunned that less than 100 years after he coined the phrase “conspicuous consumption” there's been a sudden and conspicuous, global‐wide drop…
Abstract
Thorstein Veblen would certainly be stunned that less than 100 years after he coined the phrase “conspicuous consumption” there's been a sudden and conspicuous, global‐wide drop in consumer purchases.
Laurie Larwood, Sergei Rodkin and Dean Judson
The need to maintain up-to-date technological skills despite an aging workforce makes it imperative that organizations increasingly focus on retraining older employees. This…
Abstract
The need to maintain up-to-date technological skills despite an aging workforce makes it imperative that organizations increasingly focus on retraining older employees. This article develops an adult career model based on the acquisition of technological skills and gradual skill obsolescence. The model suggests the importance of retraining and provides practical implications to the development of retraining programs. Suggestions for future research are also offered.
Jenni Frumer and Jennifer Moss Breen
This chapter describes the experience of a tenured, senior professional leader (chief executive officer [CEO]) of a nonprofit human service organization. Although strongly…
Abstract
This chapter describes the experience of a tenured, senior professional leader (chief executive officer [CEO]) of a nonprofit human service organization. Although strongly supported by the board, she was harassed by a small group of board members and a couple of their friends (nonboard members), who insisted she take actions that would circumvent legitimate board process. Their actions would have resulted in “underground communications” and unilateral decisions. By speaking up and calling them out, the board became divided and conflicted, culminating in the resignation of the CEO. The scholarly commentary that follows the story adds a framework for explaining how important it is to maintain a moral compass, to hold fast to personal integrity, and to refuse to keep silent in the face of adversity. By sounding the alarm, the chaos and disruption exposed the plan to take power and control from the board. Being courageous may not be intentional or include actions of choice; it stems from the belief that it is the right thing to do… therefore, acting on moral courage can mitigate remorse. You don’t develop courage by being happy in your relationships everyday. You develop it by surviving difficult times and challenging adversity (Epicurus).
Drawing from televised debates over capital punishment on CNN’s Crossfire from February 2000 to June 2002, I argue that Teles’s (1998) theory of “dissensus politics” is useful in…
Abstract
Drawing from televised debates over capital punishment on CNN’s Crossfire from February 2000 to June 2002, I argue that Teles’s (1998) theory of “dissensus politics” is useful in understanding the U.S.’s preservation of capital punishment as well as current divisions in death penalty sentiment within the U.S. I pose the retention of capital punishment as the product of rival elites who are unwilling to forsake capital punishment’s moral character (and often the political benefits it offers), and who consequently ignore an American public that appears to have reached a measured consensus of doubt about the death penalty.
Louise Wasylkiw, Judith Holton, Rima Azar and William Cook
– The purpose of this paper is to examine the impact of mindfulness awareness practice (MAP) on mid-level health-care managers’ leadership.
Abstract
Purpose
The purpose of this paper is to examine the impact of mindfulness awareness practice (MAP) on mid-level health-care managers’ leadership.
Design/methodology/approach
In total, 11 mid-level health-care managers in eastern Canada took part in an intensive weekend retreat and a follow-up webinar on mindfulness awareness. Perceived stress and leadership effectiveness were assessed pre- and post-intervention (i.e. four and eight weeks). A control group (n=10) also completed the same measures twice. Additionally, informants (n=28) provided assessments of participants’ leadership pre- and post-intervention. Follow-up interviews were carried out with eight participants 12-16 weeks post-intervention.
Findings
In comparison to controls, retreat participants showed significant increases in mindfulness and corresponding decreases in stress that were sustained across eight weeks post-retreat; retreat participants reported significant positive changes in their leadership effectiveness that were corroborated by informants. Qualitative data, however, suggest that sustaining a mindfulness practice presents significant challenges to middle managers in a health care setting.
Research limitations/implications
The findings are useful to management working in health services that are plagued by increasing demands and changes. Despite the small sample and lack of random assignment, the pilot data support the efficacy of MAP in improving leadership.
Originality/value
Little empirical research supports the claim that MAP enhances leadership. The present study employed a mixed methods approach to address this gap and demonstrates the potential benefits of MAP among mid-level managers.
Details
Keywords
Recent research on group demography demonstrates that an increase in demographic diversity has both positive and negative effects on group effectiveness. These studies have linked…
Abstract
Recent research on group demography demonstrates that an increase in demographic diversity has both positive and negative effects on group effectiveness. These studies have linked increased group diversity with an increase in creative thinking and innovation, a decrease in intra‐group cohesion, and an increase in intragroup conflict. The cognitive processing framework proposed in this paper integrates these results into a coherent understanding of the effects of diversity on groups. The cognitive framework provides an explanation of group diversity effects and it suggests ways to minimize the negative effects of group diversity.