Resistance to change is natural but is very negative and destructive — unless the energy arising from the tensions is used creatively.
When subordinates start negotiating among themselves, managers may find themselves in an awkward position. As a senior executive, a department head, a division manager or as the…
Abstract
When subordinates start negotiating among themselves, managers may find themselves in an awkward position. As a senior executive, a department head, a division manager or as the president of a company — at all levels in organisations, managers sometimes find themselves presiding over negotiations. These meetings normally do not have the explicit label of negotiations. Participants are together to take decisions about budgets, office space, computer‐time, responsibilities or the allocation of personnel. These, on first sight, widely differing decision areas have in common that they deal with scarce resources. Claims often exceed what is available.
This article describes a grid which clarifies personal negotiating styles and is based on two basic dimensions of negotiating: (1) The way one balances co‐operation and…
Abstract
This article describes a grid which clarifies personal negotiating styles and is based on two basic dimensions of negotiating: (1) The way one balances co‐operation and “fighting”, and (2) The extent to which one shows procedural flexibility. These two dimensions combine into four negotiating styles: (1) analytical/aggressive, (2) flexible/aggressive, (3) ethical/persuasive, and (4) flexible/compromising. The main characteristics are given for each style, while clues are provided about how to negotiate when confronted with a particular one. Furthermore, the two basic dimensions are clarified by describing the major learnings on these dimensions as experienced by a large number of participants in training conferences on negotiating organised by the author.
The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III, contains…
Abstract
The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III, contains features to help the reader to retrieve relevant literature from MCB University Press' considerable output. Each entry within has been indexed according to author(s) and the Fifth Edition of the SCIMP/SCAMP Thesaurus. The latter thus provides a full subject index to facilitate rapid retrieval. Each article or book is assigned its own unique number and this is used in both the subject and author index. This Volume indexes 29 journals indicating the depth, coverage and expansion of MCB's portfolio.
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Through a survey of 200 employees working in five of the thirty establishments analysed in previous research about the microeconomic effects of reducing the working time (Cahier…
Abstract
Through a survey of 200 employees working in five of the thirty establishments analysed in previous research about the microeconomic effects of reducing the working time (Cahier 25), the consequences on employees of such a reduction can be assessed; and relevant attitudes and aspirations better known.
It has often been said that a great part of the strength of Aslib lies in the fact that it brings together those whose experience has been gained in many widely differing fields…
Abstract
It has often been said that a great part of the strength of Aslib lies in the fact that it brings together those whose experience has been gained in many widely differing fields but who have a common interest in the means by which information may be collected and disseminated to the greatest advantage. Lists of its members have, therefore, a more than ordinary value since they present, in miniature, a cross‐section of institutions and individuals who share this special interest.
Charmine E.J. Härtel, Neal M. Ashkanasy and Wilfred J. Zerbe
In this overview, the editors trace the history of 10 books they have helmed in what has become the legacy of the Emonet conferences. From the seeds planted in 1998 by a small…
Abstract
In this overview, the editors trace the history of 10 books they have helmed in what has become the legacy of the Emonet conferences. From the seeds planted in 1998 by a small group of international scholars assembled together at the first Emonet conference, the shift of the study of emotions in organizational studies from the almost “undiscussable” to mainstream scholarship is traced. Following this historical analysis, the story of “What have we learned? Ten years on,” the latest volume in the Emonet book series, is given. In a brief summary of each chapter in the current edition, the editors draw attention to eight topic areas to showcase the remarkable and broad-ranging advances in the field of organization studies that have been enabled by attention to the role of emotions in theory and practice in 10 years since the first publication in the book series. From advances in our knowledge and understanding of work, workers and consumers, to team behavior, leader-member exchange, and In Extremis work contexts, and methodological contributions in the assessment of noncognitive traits through to advances in knowledge of positive work environments, the reader is left in no doubt that organizational scholarship and practice has been deeply enriched through bringing emotions center stage.