Organizational Behaviour and Human Resource Management : A Guide to a Specialized MBA Course

Intro -- Preface -- Contents -- Editors and Contributors -- 1 A Symbiotic Relationship: HR and Organizational Culture -- Abstract -- 1 Introduction -- 2 The Effects of Organizational Culture -- 3 HR's Role in Managing Culture -- 3.1 Company Profile -- 3.2 The Visionary Leader -- 3.3 Organisational Culture at Husky -- 3.4 HR and a Values-Driven Culture -- 3.5 Outcomes of HR Intervention at Husky -- 4 Symbiosis: Actions and Reactions -- 5 A Proactive Role for HR Management -- 6 Conclusions and Recommendations -- Testing Your Knowledge -- Answer the Following Questions as True (T) or False (F) -- Answers -- References -- 2 Teachable Moments in Human Resource Management: National Culture, Organizational Culture, and Intersectionality -- Abstract -- 1 Introduction -- 2 The Fragmentation and Linearization of Business Knowledge -- 2.1 The Origins of the Business School -- 2.2 Teaching and Learning Consequences of the Business School Curriculum -- 3 The Political, Social, and Cultural Embeddedness of HRM -- 4 Teachable Moments: Spontaneous and Deliberate -- 5 National Cultures, Organizational Cultures, and Their Intersectionality -- 5.1 National Culture and Its Consequences -- 5.2 Organizational Culture and Its Impacts -- 5.3 The Intersectionality of Cultural Classifications -- 6 Using Teachable Moments When They Materialize -- 7 Conclusion -- Testing Your Knowledge -- Answer the Following Questions as True (T) or False (F) -- Answers to Review Questions -- References -- 3 The Power to Change a Social System -- Abstract -- 1 The Human Brain is Geared to Understanding Complex Social Interactions -- 2 Social Interactions Can Be Interpreted as Behavioral Patterns or Communication Structures -- 3 Corporate Culture as Emergent Property of a Social System -- 4 Communication Structures Develop Spontaneously and Irrationally