Sarahit Castillo-Benancio, Aldo Alvarez-Risco, Flavio Morales-Ríos, Maria de las Mercedes Anderson-Seminario and Shyla Del-Aguila-Arcentales
In a pandemic framework (COVID-19), this chapter explores the impact of the global economy and socio-cultures concerning three axes: recreational, tourism, and hospitality…
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In a pandemic framework (COVID-19), this chapter explores the impact of the global economy and socio-cultures concerning three axes: recreational, tourism, and hospitality. Although we slowly see an economic revival, it is well known that this sector of study is very susceptible to being affected by the context of nations. Following restrictions and measures taken by governments around the world to reduce the number of cases of coronavirus infections, many nations closed their borders, affecting international travel and by 2020 tourism had been reduced to the near cessation of operations due to the imminent fear of this poorly studied disease, and the service sector was negatively affected. It should be added that, according to the World Tourism Organization's projections, a decrease of between 20 and 30% is forecast for 2020 compared to the previous year.
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This chapter provides a new theory for organizational leadership in which an organization's leadership, authority, management, power, and environments (LAMPE) are made coherent…
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This chapter provides a new theory for organizational leadership in which an organization's leadership, authority, management, power, and environments (LAMPE) are made coherent and integrated. Organizations work best if their LAMPE is coherent, integrated, and operational. The chapter begins by introducing basic concepts, such as structures, processes, process frameworks, task–role matrices, interdependence uncertainty, and virtual-like organizational arrangements. The LAMPE theory is then built upon this base. Leadership is defined as the processes of initiating, enabling, implementing, and sustaining change in an organization. Authority is defined as the legal right to preempt the outcome of a decision or a process. Management is defined in term of its major processes. Power is the control of interdependence uncertainty. When 29 leadership practices are introduced, it is possible to link them to all five of LAMPE's constructs. A number of conclusions are derived, in the form of 36 propositions: 5 dealing with leadership, 5 focusing on leadership requirements matching, 4 relating to leadership effectiveness, 5 dealing with leadership capacity, 4 concerning the benefits of distributed leadership, and 13 linking LAMPE to the theory of the organizational hologram.
Carol A. McKeen and Ronald J. Burke
An increasing number of women are preparing themselves for managerial and professional careers. They are doing this by enrolling in and graduating from schools of administration…
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An increasing number of women are preparing themselves for managerial and professional careers. They are doing this by enrolling in and graduating from schools of administration, obtaining additional professional designations, working long hours, and acquiring the years of experience necessary for entering the ranks of corporate management. However, the number of women who advance to levels of General Manager and above are few and this pattern is common across all industrialised countries (Morrison & Von Glinow, 1990; Adler & Israeli, 1988).
Allan H. Church, Christopher T. Rotolo, Alyson Margulies, Matthew J. Del Giudice, Nicole M. Ginther, Rebecca Levine, Jennifer Novakoske and Michael D. Tuller
Organization development is focused on implementing a planned process of positive humanistic change in organizations through the use of social science theory, action research, and…
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Organization development is focused on implementing a planned process of positive humanistic change in organizations through the use of social science theory, action research, and data-based feedback methods. The role of personality in that change process, however, has historically been ignored or relegated to a limited set of interventions. The purpose of this chapter is to provide a conceptual overview of the linkages between personality and OD, discuss the current state of personality in the field including key trends in talent management, and offer a new multi-level framework for conceptualizing applications of personality for different types of OD efforts. The chapter concludes with implications for research and practice.
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Joanne Belknap and Alejandra Portillos
This chapter defines and provides examples of activist criminology methods (ACM). Although many examples of ACM studies are provided, to date, no publications use this…
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This chapter defines and provides examples of activist criminology methods (ACM). Although many examples of ACM studies are provided, to date, no publications use this identification. The authors begin by questioning not only the feasibility but also the desirability of the ‘neutral scientist’. The authors then summarise the predecessors and contributors to ACM: ‘activist research’, participatory action research, and public criminology. The components of ACM are (1) including the public; (2) using reflexivity; and (3) ensuring the findings are relayed to the public and ideally, used to create change. Including the public has two subsections, the victims/survivors and the activists resisting the injustice studied. The authors discuss some of the challenges in conducting ACM, including academic marginalisation of this scholarship (and thus the difficulty of pursuing it, particularly if untenured), securing collaboration with activists and/or survivors, reflexivity on the power differences when collaborating with marginalised communities, and the near impossibility of achieving all the goals of ACM in one study. Although unnamed until now, ACM, as we describe them, has been conducted for hundreds of years around the world. The growing number of scholars historically kept out of academia due to race, gender, sexuality, class, and criminal history is no doubt related to the vastly increasing frequency of studies employing ACMs, as well as discussions and advancement of these methods.
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Carol A. McKeen and Ronald J. Burke
Examines the desirability of 21 different career developmentopportunities for managerial and professional women. Data were collectedfrom 245 women in early career stages using…
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Examines the desirability of 21 different career development opportunities for managerial and professional women. Data were collected from 245 women in early career stages using questionnaires. There was considerable variety in their desired developmental opportunities; women with family responsibilities were less desirous of career development activities and geographic moves and more desirous of flexible working hours and working fewer hours; managerial and professional women desirous of flexible work hours or working fewer hours reported less work satisfaction and poorer psychological wellbeing. Offers implications for organizations and managerial women (and men).
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Azura Omar and Marilyn J. Davidson
Provides a review of the position of women in management in a number of countries. Describes how in almost all countries, management positions are dominated by men. Concludes…
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Provides a review of the position of women in management in a number of countries. Describes how in almost all countries, management positions are dominated by men. Concludes that, although many similarities were found in women’s work experience across cultures, cultural factors accounted for the unique experiences of women in a given country.