ALBERT

All Library Books, journals and Electronic Records Telegrafenberg

X
feed icon rss

Your email was sent successfully. Check your inbox.

An error occurred while sending the email. Please try again.

Proceed reservation?

Export
Filter
Collection
Publisher
Years
  • 1
    Electronic Resource
    Electronic Resource
    Formal mentoring: is there a strategic fit? (2002)
    Bingley : Emerald
    Management decision 40 (2002), S. 152-157 
    Details
    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Many organizations have implemented formal mentoring programs within the last few years. Some organizations have realized success with their formal mentoring programs, while others have not fared so well. A missing link with many formal mentoring programs is a corporate level mentoring strategy. The lack of a corporate level mentoring strategy inhibits the mentoring process from becoming an integral part of an organization's culture, therefore not allowing for the maximization of benefits that can be gained from effective formal mentoring processes and programs. Thus, this paper offers a framework for creating a corporate level mentoring strategy; a standardized mentoring process; and customized mentoring programs, all of which should align with the organization's strategic positioning to facilitate the achievement of maximum effectiveness from the implementation of formal mentoring programs.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00251740210422820
    Location Call Number Expected Availability
    BibTip Others were also interested in ...
    Paper (German National Licenses)
    Fulltext
  • 2
    Electronic Resource
    Electronic Resource
    A reconceptualization of mentoring and sponsoring (2004)
    Bingley : Emerald
    Management decision 42 (2004), S. 628-644 
    Details
    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Mentoring is highly regarded as a career-enhancing phenomenon necessary for any aspiring executive. Several debates within the literature have led to a lack of consistency regarding the definition of mentoring and a mentor, the functions of a mentor, and the various types of mentoring. It appears that much of the confusion stems from the relationship and association of mentoring with the concept of sponsoring. Within the majority of the literature regarding developmental relationships, sponsoring has been posited to be a sub-function of mentoring. This paper presents two arguments for viewing and examining mentoring and sponsoring as distinctly different, non-mutually exclusive, and possibly concurrent phenomena, as well as offers universal definitions for both terms. This delineation is offered to aid aspiring executives in their decision making process as to whether to select a mentor, a sponsor, or both.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00251740410538488
    Location Call Number Expected Availability
    BibTip Others were also interested in ...
    Paper (German National Licenses)
    Fulltext
  • 3
    Electronic Resource
    Electronic Resource
    Socioethnic explanations for racioethnic differences in job satisfaction (2004)
    Bradford : Emerald
    The @journal of management development 23 (2004), S. 152-168 
    Details
    ISSN: 0262-1711
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Recent studies of racioethnic differences in job satisfaction have yielded inconsistent results. It is posited that the physical variable race/national origin (synonymous with physioethnicity), that is commonly used to operationalize race/ethnicity, is not sufficiently comprehensive to detect the social and cultural essence of racioethnicity. Thus, this article offers "socioethnicity" as a less observable type of racioethnicity. This delineation of socioethnicity enables the researchers and practitioners to measure the number of cultures with which an individual identifies. Based on previous research findings and grounded in orthogonal cultural identification theory, it is hypothesized that multicultural members of the majority group in a racioethnically diverse work environment will be more satisfied with their coworkers than monocultural members. Results supported the hypothesis.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/02621710410517247
    Location Call Number Expected Availability
    BibTip Others were also interested in ...
    Paper (German National Licenses)
    Fulltext
  • 4
    Electronic Resource
    Electronic Resource
    The use of multiple intelligences to enhance team productivity (2005)
    Bingley : Emerald
    Management decision 43 (2005), S. 349-359 
    Details
    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Purpose - To provide practitioners and researchers with a framework for using individuals' multiple intelligences (MI) to enhance team productivity. Design/methodology/approach - This paper is a general review paper that examines how the theory of MI as espoused by Gardner may be used to enhance the productivity of teams. Based on its use in organizational training, it is suggested that MI theory can and should be applied in the context of organizational teams. This descriptive paper is divided into the following sections: literature reviews of team development, team building, MI, and the use of MI in organizational training; and the development of a framework for using MI to enhance team productivity. Findings - Provides information about how individual team members' varying degrees of the eight MI espoused by Gardner may be used to enhance their contributions to the team. Suggests that the enhanced contributions from team members will lead to enhanced team productivity, and ultimately, enhanced organizational productivity. Research limitations/implications - Empirical research is needed to test the MI and team productivity framework presented. Additionally, from a conceptual and empirical perspective, the relationship between team productivity and other contemporary dimensions of intelligence, such as cultural, emotional, and practical intelligences, need to be investigated. Practical implications - A very useful framework for managers to use as a tool to enhance the productivity of their teams by encouraging members to use their complementary intelligences to successfully accomplish team goals. Originality/value - No other paper offers managers a practical framework to encourage team members to use more than just their written and verbal intelligences to complete an assigned task.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00251740510589742
    Location Call Number Expected Availability
    BibTip Others were also interested in ...
    Paper (German National Licenses)
    Fulltext
  • 5
    Electronic Resource
    Electronic Resource
    Racioethnic perceptions of job characteristics and job satisfaction (2003)
    Bradford : Emerald
    The @journal of management development 22 (2003), S. 426-442 
    Details
    ISSN: 0262-1711
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Given the growing racioethnic heterogeneity of today's global workforce, it is necessary for researchers and practitioners to continuously examine the impact of racioethnic diversity in various organizational contexts, both foreign and domestic. The impact of racioethnic diversity has received a lot of attention in the literature with respect to various organizational attitudes and behaviors. However, after canvassing the literature, there is a void with respect to assessing whether various dimensions of a job intrinsically motivate racioethnically-diverse individuals differently. This line of research should be of interest to both researchers and practitioners, considering it is widely accepted that motivation is a precursor to various organizational outcomes, such as job satisfaction, absenteeism, and productivity. This study revealed that there are differences with respect to job satisfaction and the intrinsic motivation racioethnically-diverse individuals derive from their jobs.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/02621710310474778
    Location Call Number Expected Availability
    BibTip Others were also interested in ...
    Paper (German National Licenses)
    Fulltext
  • 6
    Electronic Resource
    Electronic Resource
    Managing diversity using a strategic planned change approach (2003)
    Bradford : Emerald
    The @journal of management development 22 (2003), S. 863-880 
    Details
    ISSN: 0262-1711
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Many organizations have implemented various types of initiatives within the last few decades in an effort to deal with diversity. A possible missing vinculum (link) between how an organization deals with diversity and its impact on the bottomline is a corporate diversity strategy that is executed using a planned change approach to systemically manage diversity. While many organizations have implemented a corporate diversity strategy, most have not used a "planned change-corporate diversity strategy". The lack of a "planned change-corporate diversity strategy" is quite likely to inhibit managing diversity from becoming systemic to an organization's culture and its way of doing business, thus tending to disallow the potential benefits of diversity to be maximized. Hence, this paper offers a framework for using a "planned change-corporate diversity strategy" to: progress along the "diversity continuum" starting with acknowledging to valuing, and ultimately to managing diversity; and systemically managing diversity using a eight-step "managing diversity process".
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/02621710310505467
    Location Call Number Expected Availability
    BibTip Others were also interested in ...
    Paper (German National Licenses)
    Fulltext
  • 7
    Electronic Resource
    Electronic Resource
    Multiple dimensions of racioethnicity: Physioethnicity, socioethnicity, and psychoethnicity (2004)
    Bradford : Emerald
    The @journal of management development 23 (2004), S. 500-517 
    Details
    ISSN: 0262-1711
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Given the changing work force demographics and the increased globalization of businesses, the usage of a multidimensional construct to assess racioethnic differences in job-related attitudes and behaviors may be able to provide researchers and practitioners with a better understanding of how to more effectively manage diverse individuals within various organizational contexts. As such, it is purported that racioethnicity is multidimensional, with at least three dimensions: physioethnicity, the physical dimension; socioethnicity, the sociocultural dimension; and psychoethnicity, the psychological dimension. It is further posited that examining socioethnicity and psychoethnicity, in addition to physioethnicity, will enable researchers and practitioners to assess the sociocultural and psychological dimensions of racioethnicity and their affects on various organizational behavioral outcomes, which have traditionally been ignored.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/02621710410541105
    Location Call Number Expected Availability
    BibTip Others were also interested in ...
    Paper (German National Licenses)
    Fulltext
Close ⊗
This website uses cookies and the analysis tool Matomo. More information can be found here...