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Fisher employs a symbolic interactionist lens and other theoretical tools to make visible foundational cultural assumptions delimiting our thinking about and undermining employee engagement before it even begins in organizational settings.
Bring your company into the digital era without compromising your core business In The Digital Transformer's Dilemma: How to Energize Your Core Business While Building Disruptive Products and Services, the authors show companies how to go digital while also advancing their core business. The book emphasizes how to strike a difficult balance between establishing a new (digital) business and re-vitalizing – and digitizing – the legacy business. The core of the book is focused on the actual implementation of the digital transformation across both businesses, providing concrete tips, tricks, tools and action plans across six key dimensions: Crafting a flexible organization Using technology as a driver Designing the necessary processes Building transformational leaders “Right-skilling” the workforce of the future Galvanizing cultural change The Digital Transformer’s Dilemma is a very visual book, filled with dozens of engaging illustrations that bring the contained concepts to life on the page. Based on 100+ interviews with senior executives at leading companies (such as Nestlé, Novartis, Volkswagen, BNP Paribas, BASF and Michelin) and smaller hidden champions, numerous illuminating case studies, and the authors’ own experience from working in international management consulting and years of academic experience, the book highlights the fundamental principles required for executives and businesspeople to transform legacy organizations into digitally empowered companies.
Leadership, the practice of focusing and motivating a group or organization to achieve its aims, is a much discussed but often misunderstood concept. This comprehensive textbook introduces the subject for Masters level students. Readers are invited to make a series of metaphorical journeys of discovery, thematically organized around fundamental dilemmas within the field of leadership studies. Building on the success of previous editions, the text uses a simple map-based approach to consider dilemmas such as: Is a leader born or made? How are tensions between ethical dilemmas and economic self-interest resolved? How does a leader's desire for control balance with the need to empower members of the organization? This third edition contains a brand new chapter on leadership in sport, an enhanced chapter on creativity, and more international content. Also new to this edition is a companion website containing PowerPoint slides, revision quizzes and a tutor’s guide. This text will be essential reading for Masters and MBA students on leadership courses, and will also be illuminating for managers pursuing leadership development.
People do their best work when they are motivated. This may sound obvious, but while people managers instinctively agree with the centrality of motivation at work and its impact on employee engagement, their practices do not follow. With so much "real work" to do every day, how can managers also carve out time to learn, engage, build relationships, tap motivation, encourage development, and inspire? The problem is a false dichotomy between the world of business and that of people development. What if managers were able to systematically transform everyday business issues into meaningful, developmental coaching opportunities with employees at the same time? This proven coaching approach radically shifts conversations away from either-or propositions and uses an entirely different lens: transforming business challenges by connecting them directly to employee motivation to achieve the desired business result while dramatically increasing employee engagement. And all this comes none too soon as leaders must rethink the way they lead given the modern realities of organizational life. Among them: A rapidly changing workplace and increasing uncertainty that requires a fundamental shift in the leader’s approach, including the distribution of authority and the expectation that employees take responsibility for their own learning Pervasive and persistent employee disengagement, characterized by employees who no longer accept the organization’s priorities at the expense of their own, where organizations that continue to dictate terms will find ongoing challenges with costly employee turnover and lack of engagement During the past decade, the Developmental Coaching Model has been taught across the globe in nine languages and has been enthusiastically embraced by thousands of managers while dissolving the invisible barriers that block individual and organizational development and business success.
This thought-provoking book challenges the way research is planned and undertaken and equips researchers with a variety of creative and imaginative solutions to the dilemmas of method and representation that plague qualitative research. Fascinating and inspiring reading for any researcher in the Social Sciences this comprehensive collection encourages the reader to imagine the world in evermore complex and interesting ways and discover new routes to understanding. Some of the most influential figures in educational research consider questions such as: How does a socio-political context change the course of our research? What counts as a ‘truthful account’ in qualitative research? How do the voices of theory and the voices of ‘research subjects’ struggle to be heard in our research narratives? How can qualitative researchers ethically navigate the difficult terrain of research relationships? How is the material body rendered in qualitative research? Each chapter reveals a range of troubling dilemmas related to the critical aspects of research methodology in the Social Sciences and uses an illustrative case to elucidate the issues encountered by the researcher. Each writer brings a fierce philosophical spirit to her work, showing how methods or techniques of data-gathering grow from the theory and analysis of how research proceeds. A range of topics are addressed in a cross-disciplinary approach which will appeal to all scholars of qualitative research, undergraduate students in education programs and graduate students in a range of disciplines
Ethical Dilemmas in the Creative, Cultural and Service Industries enhances professional ethical awareness and supports students' development of skills for ethical decision-making in these growing sectors. It focusses on the shaping of personal and professional values, and dealing with the moral and ethical issues that (future) professionals may encounter in practice. Including a multitude of varied and interdisciplinary case studies, this textbook adopts an applied ethical approach which enables the student to combine basic ethical theory with relevant and ‘real-life’ cases. Major ethical issues such as CSR, ethical leadership, human rights, fraud, employee rights and duties, new technology and (social) entrepreneurship are addressed. This will be invaluable reading for students studying tourism, hospitality, leisure, events, marketing, healthcare, logistics, retail and game development. It will also be a suitable resource for in-company training of practitioners already working in this wide range of domains.
You may be a senior executive wondering how to engage hundreds or thousands of employees in your vision, strategy or the transformation of the business; or a specialist in HR, communication and change, tasked with the challenge of 'aligning and mobilising' your people. In either case, you no longer want compliant people, you want individuals who will engage their creativity at work. For their part, engaged employees want a say in their work and in how the business changes. The Chief Engagement Officer explores a management philosophy which recognises the value of opening up decision making to the right groups to improve the quality of decisions and change, accelerate execution and broaden ownership. John Smythe asks what the concept of engagement means for employer and employee; tests whether and how it is different from internal communication and provides a practical framework for those who want to engage colleagues but need advice based on applied experience. The book includes a tapestry of reports from organisations who are engaging their employees to drive performance and change. The author demonstrates how powerful models, developed from his work at SmytheDorwardLambert, his time as an organisational fellow with McKinsey and Company, and his consultancy with Engage for Change, can be used to take this process forward in any organisation. The Chief Engagement Officer is a highly readable guide to the revolution that is needed in employee communication and organisational leadership from one of the most experienced and well-regarded experts on employee communication.
This edited volume presents interdisciplinary and transdisciplinary approaches to drama and science in education. Drawing on a solid basis of research, it offers theoretical backgrounds, showcases rich examples, and provides evidence of improved student learning and engagement. The chapters explore various connections between drama and science, including: students’ ability to engage with science through drama; dramatising STEM; mutuality and inter-relativity in drama and science; dramatic play-based outdoor activities; and creating embodied, aesthetic and affective learning experiences. The book illustrates how drama education draws upon contemporary issues and their complexity, intertwining with science education in promoting scientific literacy, creativity, and empathetic understandings needed to interpret and respond to the many challenges of our times. Findings throughout the book demonstrate how lessons learned from drama and science education can remain discrete yet when brought together, contribute to deeper, more engaged and transformative student learning.
Maintaining high employee engagement is key to business success. Research shows that many members of today’s workforce feel overworked and underappreciated—all factors that attribute to high turnover, low customer satisfaction, increased incidences of health and safety problems, and low productivity and profitability. Engaged employees, on the other hand, feel recognized, encouraged, and supported—they demonstrate enthusiasm, inspiration, and pride in their jobs. Despite work demands and pressure, they successfully achieve their individual and team goals. Creating Engaged Employees uses practical wisdom and scholarly research to answer: What is employee engagement? What makes someone engaged or disengaged? How can we measure employee engagement? How can organizations engage employees? How can organizations keep employees engaged without causing burnout?
