Senior executives, middle managers, supervisors, administrators, and other students of administrative behavior need to know why harnessing human energies demands a full understanding of organizational and cultural contexts combined with a knowledge of personality characteristics--of self and others. In response to this need, Contextual Management: A Global Perspective addresses the art of getting things done in today's organizational world. It offers managers guidelines for working under a varied set of circumstances and explores ways to increase administrative effectiveness in organizations worldwide. Contextual Management integrates different administrative levels and various organizational cultures with appropriate management styles and personal attributes to help you recognize the position context where you can be most effective. Using its self-assessment questions, you can gauge your strengths, weaknesses, and requisites for particular administrative position roles and contexts. You can also use tools from the book's appendix to help you assess personality attributes as well as the characteristics of a particular position context. You will put your individual experiences into perspective and enhance your understanding of organizational realities as you read about: individual managerial behavioral relationships organizational designs, job configurations, and CEO orientations recruiting, placing, motivating, and supporting your staff identifying a particular unit's work culture and recognizing its characteristics why a supervisor must be personable to be able to carry out instructions from superiors while gaining allegiance from subordinates assuring 'good fits’of administrative personnel in various organizational systems goals--the logical stepping stones for initiating the process of implementation the constraints particular work systems place on the relationships between managers and others within an organization Appropriate styles of performance, as Contextual Management illustrates, are contextual, not universal. The fact that you are effective in one environment doesn't mean you will be effective in another. With this book, though, you can change your thinking about functions of leadership, decision making, communication, planning, and implementation and realize congruence in whichever environmental niche your organization moves into next!

Why do some families survive stressful situations while others fall apart? Can a family’s beliefs and values be used as a predictor of vulnerability to stress? And most importantly, can family stress be prevented? The Third Edition of Family Stress Management continues its original commitment to recognize both the external and internal contexts in which distressed families find themselves. With its hallmark Contextual Model of Family Stress (CMFS), the Third Edition provides practitioners and researchers with a useful framework to understand and help distressed individuals, couples, and families. The example of a universal stressor—a death in the family—highlights cultural differences in ways of coping. Throughout, there is new emphasis on diversity and the nuances of family stress management—such as ambiguous loss—plus new discussions on family resilience and community as resources for support.

Innovation has a pivotal role for companies in attaining business survival but making an organization innovative is not straightforward. By determining contextual factors, managers can help decide how to employ a portfolio of innovation management processes. This book explores how contingency influence the management of innovation. Taking the perspective of innovation managers, the authors focus on the decision-making process to demonstrate that different approaches are required depending on the business context. In breaking the process into three levels (culture, industry and company), the book helps choose an optimal innovative approach. With references to real-world innovation cases and organizations, this book will prove useful reading for students and researchers in the field of innovation studies and management.

Context is increasingly recognised as a critical explanatory variable in accounting for commonalities and differences in human resource management. Giving expression to it in research models holds the prospect of enhancing theory development, deepening our appreciation of embedded practices in diverse territories, and opening up new lines of enquiry. However, contextualisation presents a significant research challenge and increasingly, international academic research networks that bring together scholars from different countries in the co-production of knowledge represent a key approach to rising to this challenge. This volume documents aspects of the development of one such network, namely the Cranet Network on International Human Resource Management, and presents a series of recent contributions from the network. The chapters highlight, inter alia, the limits to convergence in human resource management as a result of contextual determinism, the role of institutional actors, markets, and work regulation in accounting for variations in practices, the contextual specificities and dynamics at play in transition economies, along with key methodological challenges that arise when seeking to build cumulative comparative knowledge via network collaborations of this nature. The chapters in this book were originally published as a special issue of International Studies of Management & Organization.

Develops a Comprehensive, Global Model for Contextually Based Processing SystemsA new perspective on global information systems operationHelping to advance a valuable paradigm shift in the next generation and processing of knowledge, Introduction to Contextual Processing: Theory and Applications provides a comprehensive model for constructing a con

The book explores how strategic human resource management has implications for performance, through underlying theory, research evidence, examples from practice, and tools for practitioner application. The book presents not only details of how a strategic human resource management system might be effective in an organization, but also why.

Why do some families survive stressful situations while others fall apart? Can a family's beliefs and values be used as a predictor of vulnerability to stress? And most importantly, can family stress be prevented? In this Second Edition, Pauline Boss continues to explore both the larger context surrounding families and stress and the inner context, which includes perceptions and meanings. The author emphasizes the need for a more general contextual model of family stress that may be applicable to a wider diversity of people and families as well as a wider variety of stresses and crises than other models. The goal is to provide a framework for students and professionals engaged in helping families learn how to manage their stress.