Welcome to Organizational Perspectives, a home for cross-disciplinary dialogue about human capital management.
Improving an organization’s performance can be approached from a business, psychology, or education discipline.
A motivated, team-oriented, and creative workforce is a result of professionals from these three disciplines working together. Human resource professionals bring talent into organizations through hiring and promotion, training and performance improvement professionals develop talent to meet organizational needs, and organizational psychologists look at the effects that social and workplace contexts have on individuals and groups.
Organizational Perspectives is hosted by Capella University to enable scholars and practitioners to exchange and discuss ideas in human capital management.
Click here to learn more about the degree programs at Capella University in the disciplines of business, education, or psychology, or call 1.800.CAPELLA, option 2, to speak with an enrollment counselor.
The Journal of Business and Psychology is available online. A few articles relevant to Organizational Perspectives readers:
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Papers are being accepted for the Hawaii International Conference on System Sciences. It will be held January 5-8, 2010, at the Grand Hyatt Kauai Resort & Spa, Koloa, Kauai, Hawaii.
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When it comes to issues related to intellectual property, nothing has changed, but everything has changed. The Copyright Act was last updated with the 1998 Digital Millennium Copyright Act (DCMA). Aside from a few revisions, the circa 1790 principles protecting the rights of those who create content are largely unchanged. But everything has changed in the digital culture, where individuals can create, distribute, download, adapt, and/or use information and creative work.
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The Blind Spot of Economic Thought: Transforming Capitalism to A Regenerative Economy
The crisis of our time is not about financial or economic bankruptcies. The real crisis of our time is about an intellectual bankruptcy. Just as the crumbling of the Berlin Wall in 1989 marked the end of one fundamentalist intellectual approach to society and the economy–called socialism or government fundamentalism–we see now the meltdown of another single sided approach to economics and the society: neoliberal capitalism or market fundamentalism.
Led by Otto Scharmer through the Presencing Institute’s Global Classroom, on June 11, 2009 at 10:00-11:30am, (USA - Masachusetts - time zone). To check your local time visit the World Clock at:
http://www.worldtimeserver.com/meeting-planner.aspx
Cost: $15
To register, click on:
http://presencing.com/marketplace/product.php?productid=16156&cat=0&page=&fe
Learn more about the Presencing Institute at http://www.presencing.com/
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Two items on leadership point to the importance of teaching and learning to develop our own—and others’—knowledge:
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Bridging the scholar-scientist-practitioner gap is the theme of the current issue of the Society for Industrial and Organizational Psychology online publication, TIP.
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More articles and resources on workplace bullying:
Workplace Bullying: What Can You Do? Advice from the career section at Monster.com: Part 1 and Part 2
The Workplace Bullying Institute provides self-help information and resources.
Are Workplace Bullies Sabotaging Your Ability to Compete? Learn to identify and extinguish problem behavior.
When the Bully Sits in the Next Cubicle, an article by Tara Pope at the New York Times.
Employers Can’t Ignore Workplace Bullies: A recent court ruling has implications for business. Adopting an anti-bullying policy can improve morale and help avoid legal trouble.
Share other useful resources using the Comment box.
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Appreciative Coaching: A Positive Process for Change by Capella faculty member Sara Orem and co-authors Jacqueline Binkert and Ann Clancy applies the concepts of appreciative inquiry to coaching.
Appreciative Inquiry is based on the idea that change occurs by emphasizing the positive instead of focusing on problems. As an internal organizational development consultant Sara saw different responses from groups when a positive approach was used. She started to experiment with other teams and with one-on-one coaching relationships. Together with her co-authors, they developed an appreciative coaching process based on five principles (Orem, Binkert, & Clancy, 2007)
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“We are witnessing a conscious transformation of the structures, values, and business practices that drive contemporary organizations to encourage and support collaboration on many levels,” so say editors Jill Nemiro, Michael M. Beyerlein, Lori Bradley, and Susan Beyerlein as they introduce their comprehensive new Handbook of High Performance Virtual Teams: A Toolkit for Collaborating Across Boundaries. They point out that while collaboration may involve collective work of individuals, it often takes place in an organizational context. They describe the collaborative organization as one that supports informal and formal forms of collaboration, and collaborative work systems that reflect a conscious effort to create cultures, values, policies and practices which enable individuals and groups to productively work together. The thirty chapters of the book cover virtual teamwork and collaboration from the perspectives of leaders, team members, as well as those who design teams and select, assign, and train team members (Nemiro, Beyerlein, Bradley, & Beyerlein, 2008).
Both scholars and practitioners will want to make room on their bookshelves. It is a valuable resource for scholars who want to understand principles and read case studies, and practitioners who want practical tools. The freely available companion website offers assessment surveys, checklists, worksheets and other tools as well as additional chapters.
Let’s discuss your ideas and experiences with online collaboration and teamwork!
Nemiro, J., Beyerlein, M. M., Bradley, L., & Beyerlein, S. (2008). The handbook of high performance virtual Teams: A toolkit for collaborating across boundaries. San Francisco: Wiley.
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