This book looks at the organization as the source of new capital development. Contents include: The Possibilities Economics; Managing Marketplace Capital Development; Managing Organizational Capital Development; Managing Human Capital Development; Managing Information Capital Development; Managing Mechanical Capital Development; The Possibilities Management. This title is from the grounbreaking series by Dr. Robert Carkhuff, and Dr. Bernard Berenson.

The concept of the 'learning organization' is one of the most popular management ideas of the last few decades. Since it was conceived as an idea in its own right, it has been given various definitions and meanings, such that we are still faced with the question as to whether any unified understanding of what the learning organization really is can be established. This Handbook offers extensive reviews of both new and traditional perspectives on the concept and provides suggestions for how the learning organization can best be defined, practiced, studied, and developed in future research. With contributions from long-standing scholars in the field as well as those new to the area, this book aims to bridge the gap between traditional and more critical perspectives, and in doing so find alternative features and angles to take the idea forward. In addition to elaborating on and developing older definitions of the learning organization and suggesting updated and even new definitions, the chapters also provide focused explorations on pertinent aspects of the learning organization such as ambidexterity, gender inclusivity, and systems thinking. They also survey organizations that have made efforts towards becoming learning organizations, how the learning organization can best be measured and studied, and the universality of the idea itself. Some of the questions raised in this book are answered, or at least given tentative answers, while other questions are left open. In this way, the book has the ambition to take the learning organization an important step further, whilst having no intentions to take any final step; instead, the intention is that others will endeavour to continue where this book stops.

One of the most important requirements of leadership is effective communication. The idea that some people are natural leaders and that others will never learn to show good leadership is now outdated. It has been replaced by the conviction that leadership and communication skills can be learnt. This second edition of Communication in Organizations continues to give clear advice and guidance on communicating in a range of different contexts in the workplace. From handling complaints and breaking bad news to negotiating deals and giving presentations, it explores the building blocks to effective communication skills, nurturing the leadership qualities required in any organization. By defining the abstract concepts of ‘organization’ and ‘communication’, it provides readers with the necessary skills to conduct any conversation on a professional manner. Illustrated with concrete examples throughout, this new edition includes a new chapter on career coaching, with exercises and ideas for role-play to enable the ideas to come alive. The three parts work seamlessly to expand the readers’ conversation skill-set as they progress through the book. Communication in Organizations is an invaluable resource for students of management and business psychology, as well as those taking courses who are already in the workplace. The practical aspects compliment both introductory and advanced courses in interpersonal communication, leadership and business and professional communication.

Despite the Great Recession, slightly different forms of global capitalism are still portrayed as the only game in town by the vast majority of people in power in the world today. Unbridled growth, trade liberalisation, and competition are advocated as the only or best ways of organizing the contemporary world. Unemployment, yawning gaps between rich and poor, political disengagement, and environmental devastation are too often seen as acceptable ‘side effects’ of the dominance of neo-liberalism. But the reality is that capitalism has always been contested and that people have created many other ways of providing for themselves. This book explores economic and organizational possibilities which extend far beyond the narrow imagination of economists and management theorists. Chapters on co-operatives, community currencies, the transition movement, scrounging, co-housing and much more paints a rich picture of the ways in which another word is not only possible, but already taking shape. The aim of this companion is to move beyond complaining about the present and into exploring this diversity of organisational possibilities. Our starting point is a critical analysis of contemporary global capitalism is merely the opening for thinking about organizing as a form of politics by other means, and one that can be driven by the values of solidarity, freedom and responsibility. This comprehensive companion with an international cast of contributors gives voice to forms of organizing which remain unrepresented or marginalised in organizational studies and conventional politics, yet which offer more promising grounds for social and environmental justice. It is a valuable resource for students, activists and researchers interested in alternative approaches to economy and society in a variety of disciplinary and interdisciplinary fields.

The increasing complexity of work systems and changes in the nature of workplace technology over the past century have resulted in an exponential shift in the nature of work activities, from physical labor to cognitive work. Modern work systems have many characteristics that make them cognitively complex: They can be highly interactive; comprised of multiple agents and artifacts; information may be limited and distributed across space and time; task goals are frequently ill-defined, conflicting, dynamic and emergent; planning may only be possible at general levels of abstraction or require adaptive solutions; some degree of proficiency or expertise is required; the stakes are often high; and uncertainty, time-constraints and stress are seldom absent. To complicate matters further, cognition in complex work settings is typically constrained by broader professional, organizational, and institutional practice and policy. These features of cognitive work present significant challenges to scientific methodology and theory, and subsequent design of reliable interventions. Historically, philosophers and scientists have attempted to understand the mental activities experienced during cognitive work at multiple levels of analysis using divergent methods. Some have examined cognition at an associative, contextual, functional or holistic level, relying on naturalistic methods to understand the higher mental processes as they work in harmony during goal-directed behavior. Others have embraced experimental methods and favored internal over external validity, often reducing cognition to a psychology of fundamental acts, such as short-term memory access with millisecond shifts in attention. More recently, Macrocognition has evolved as a complementary paradigm. Macrocognitive researchers have studied the cognitive functions and processes associated with skilled, adaptive, collaborative, and resilient cognitive work in the context of the aforementioned complexities of psychotechnical and sociotechnical work systems. Typically, this research has been carried out using cognitive task analytic techniques that draw on both naturalistic and (quasi-)experimental methods. The primary goals of research in Macrocognition are to better understand cognitive adaptations to complexity, to increase our theoretical understanding of the organism-environment relations by studying the mapping between cognitive work and real-world demands, and to promote use-inspired research capable of improving system performance.

Over the past two decades the use of flexible employment relations has increased in most developed countries. The growth of temporary agency work constitutes a significant component of this development. Organizations are now facing the challenges of managing a ‘blended workforce’, i.e. a workforce consisting of both direct hires and contractors. At a time when Europe, as well as the rest of the world, is facing enhanced global competition and a severe labor market crisis, an understanding of temporary employment practices becomes all the more acute. With the evolution of the use of agency work in the Western world over the past decade, the chapters in this volume show how a focus on the management and organization of temporary agency work can be helpful to see possibilities and pitfalls for the use of temporary employment in the wake of changed employment practices and challenges to labor market stability and welfare structures. Together, the new case studies presented in this volume provide a wide scope of analysis of the organization and management of temporary agency work, offering a much-needed contribution to the discussion of issues and priorities that guide and shape organizational practices today. Its particular uniqueness lies in the empirical richness and variety of local case studies and the way in which these are related to wider policy aims, ideological shifts, and the dynamics of organizational practice, with a particular focus on the organization and management of ‘blended workforces’.

Vols. 24, no. 3-v. 34, no. 3 include: International industrial digest.