The author describes the process by which a group of six managers,from a variety of disciplines, on an Action Learning programmeinfluenced each other. The support and…
Abstract
The author describes the process by which a group of six managers, from a variety of disciplines, on an Action Learning programme influenced each other. The support and encouragement offered is illustrated and related to research carried out by Margerison and Belbin. The article is based on the author′s own recollections leading up to the MBA award, and also as a result of replies to a questionnaire received from colleagues.
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Postemotionalism, nostalgia for authentic emotional experiences, can be observed in every aspect of popular culture, particularly social media and reality television. Viewers are…
Abstract
Purpose
Postemotionalism, nostalgia for authentic emotional experiences, can be observed in every aspect of popular culture, particularly social media and reality television. Viewers are driven by the need to find the balance between individuality, expressed through “legitimate” emotions, insights and acceptance by their peer group on social media.
Methodology/approach
I use the program, “Catfish: The TV Show” to explore how postemotionalism operates in reality television.
Findings
This paper examines the new experience of dramatized emotions as they are portrayed in reality television and reflected on social media. I offer a theorization of social media users’ response to the search for authenticity on television through an analysis of a series of Twitter interactions surrounding “Catfish: The TV Show.”
Originality/value
The interactions on Twitter reveal that postemotionalism makes it difficult for viewers to distinguish between genuine, emotional interactions and projected, managed identities.
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R. Edward Freeman, Lynn Manthy and Jenny Mead
Gender in the workplace. Is it still an issue? While it is increasingly easier in the early 21st century for women to work, manage, and take positions of high responsibility in…
Abstract
Gender in the workplace. Is it still an issue? While it is increasingly easier in the early 21st century for women to work, manage, and take positions of high responsibility in American business, some issues and difficulties still remain. This series of vignettes touches on some difficult situations—for both women and men—involving sexual and romantic relationships in the workplace, decisions on whether to start a family, dress codes, family obligations, and sexual harassment.
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![University of Virginia Darden School Foundation](/insight/static/img/university-of-virginia-darden-school-foundation-logo.png)
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Geoff Mead, Jan Campbell and Mike Milan
The authors have drawn on their experience of professional supervision, coaching and mentoring in a variety of circumstances to examine the theory and practice of supervision in…
Abstract
The authors have drawn on their experience of professional supervision, coaching and mentoring in a variety of circumstances to examine the theory and practice of supervision in the context of the fast‐growing field of executive coaching. They suggest some fundamental principles that underpin effective supervision, explore the various domains of supervisory conversations, consider aspects of the supervisor’s personal style and present a range of possible structures for providing supervision one‐to‐one and in groups. Some tried and tested practical “tips” for getting the most out of supervision are included together with contrasting personal reflections on the supervisory relationships shared by the authors over a three‐year period. The authors conclude that regular supervision of professional coaches and mentors is an ethical and practical (though often neglected) imperative. Suggestions for further research in this area are directed at the need to pay attention to client outcomes as a test for effective supervision.
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This chapter investigates how musicians at jazz jam sessions engage in what I term “aggressive emergence.” In so doing, they introduce novelty, unpredictability and creativity in…
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This chapter investigates how musicians at jazz jam sessions engage in what I term “aggressive emergence.” In so doing, they introduce novelty, unpredictability and creativity in their spontaneous interactions with other musicians. In order to discuss this emergence, a notion of signs in musical communications as indexes, in the Peircean sense, is developed. To produce emergence in the ongoing development of a jam session performance, musicians must produce signs that index new directions that jazz playing can take, such as different rhythmic or harmonic accompaniments, or changes to the volume at which individuals play their instruments.
Benjamin W. Kelly and W. Peter Archibald
Erving Goffman has been variously interpreted as a symbolic interactionist, a structural functionalist, or an a-structural power-game theorist. However, when considering Goffman’s…
Abstract
Erving Goffman has been variously interpreted as a symbolic interactionist, a structural functionalist, or an a-structural power-game theorist. However, when considering Goffman’s affiliation with the human ecology (HEC) of Robert Park and Everett Hughes, one is able to shed new light on Goffman’s relationship to the aforementioned sociological paradigms. This chapter will demonstrate that his Darwinist underpinnings and overall implicit evolutionary perspective allowed him to develop a dramaturgical theory that explicates how actors are able to understand, predict, anticipate, accommodate to, and influence others while pursuing one’s own or own group’s interests, through one or more of role “taking,” “playing,” and “making.” Furthermore, Goffman elaborates upon Park’s use of dramaturgy, following him in making more room for competition and inequalities in status and power, and offering new dimensions and categories for specifying when and why different adaptive strategies will be used, within different types and degrees of accommodation. Ecological dramaturgy is the term we give to these interdependent lines of social action within stratification contexts. Such structural concerns ultimately separate Goffman from the more subjective and less deductive elements of traditional symbolic interactionist thought. We argue that Goffman’s much neglected ecological and evolutionary-minded approach to role-taking and its inspired analysis of competitive interactive processes provide a missing link in better understanding his complicated intellectual heritage.
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First Australian Online Information Conference. ‘Information Online 86’, the First Australian Online Information Conference and Exhibition, to be held at the Hilton International…
Abstract
First Australian Online Information Conference. ‘Information Online 86’, the First Australian Online Information Conference and Exhibition, to be held at the Hilton International Sydney from 20–22 January 1986, will present the professional and business market with two opportunities. The first, an Exhibition, will comprise a display of publiclyavailable databases from around the world providing financial, business, educational, news, management, marketing, legal and medical information online. The second, a full Conference programme, including product reviews, will run concurrently with the Exhibition. This will enable the business or professional person to find out how online information improves business productivity, and how to select the appropriate online information systems to suit their particular needs.
Mike Berrell, Phil Wright and Tran Thi Van Hoa
Using an open interview technique, information about the challenges facing Australian and Vietnamese managers working in joint ventures was gathered from ten Australian and 26…
Abstract
Using an open interview technique, information about the challenges facing Australian and Vietnamese managers working in joint ventures was gathered from ten Australian and 26 Vietnamese respondents. Our analysis suggests that salient differences exist along several dimensions: collectivism/individualism, the nature of relationships and attitude to work; use of public and private space and attitude towards causality. A model of management development is presented to deal with the challenge of inter‐cultural management development.