Chinese Labor in a Korean Factorydraws on fieldwork in a multinational corporation (MNC) in Qingdao, China, and delves deep into the power dynamics at play between Korean management, Chinese migrant ...workers, local-level Chinese government officials, and Chinese local gangs. Anthropologist Jaesok Kim examines how governments, to attract MNCs, relinquish parts of their legal rights over these entities, while MNCs also give up portions of their rights as proxies of global capitalism by complying with local government guidelines to ensure infrastructure and cheap labor. This ethnography demonstrates how a particular MNC struggled with the pressure to be increasingly profitable while negotiating the clash of Korean and Chinese cultures, traditions, and classes on the factory floor of a garment corporation.
Chinese Labor in a Korean Factory pays particular attention to common features of post-socialist countries. By analyzing the contentious collaboration between foreign management, factory workers, government officials, and gangs, this study contributes not only to the research on the politics of resistance but also to how global and local forces interact in concrete and surprising ways.
Toxic organizational cultures and leadership have led to major reputational failures, with the greatest impact felt by the people who dedicate their careers to working for these organizations. And ...yet organizations do not become toxic overnight. They do not consciously set out to break rules and regulations, nor do they actively seek wrongdoing. This book defines toxic culture, explains how toxic cultures emerge over time, and provides practical approaches supported by in-depth research for overcoming a toxic culture at the individual, team, and organizational level.
Pragmatic and applicable, the book provides a call to action that can be applied in any type of organization. While the role of leadership in toxic cultures is acknowledged, the book sets out four distinct stages to embedding toxic cultures and draws on examples from leading organizations and companies to illustrate each stage. The book then identifies interventions and levers that can be implemented by executives, boards, and HR practitioners to prevent toxicity and to change toxic cultures back to healthy, positive workplaces. Drawing on research and interviews with senior HR leaders and executives, the book provides:
An understanding of the four stages of toxic cultures and the impact of performance pressures in driving toxicity
An appreciation of the role of senior leadership and personality traits
Practical tools and guidance on interventions for practitioners to build and sustain a healthy and positive workplace
Senior executives, HR, and organizational development practitioners in local and global organizations spanning a range of industry sectors will find this book invaluable. The book is also highly relevant to consultants working in the field of corporate culture and change.
Our view of organizations, labour and the competencies of managers will soon need to change. In the postmodern and post-Fordist world, economy and organizations function differently than they did in ...the 20th century. Workers and managers will have to face new expectations. Not only has reflectivity become one of the key organisational factors; it is also taught, learnt and shaped. Drawing on an authoethnographic model and action-research, authors of this paper provide an education and development tool that managers and workers can use to develop and trigger reflectivity. Picture ethnography, coaching philosophy and hermeneutics are theoretical bases for the construction of a new model of self-development.
Scholars of cultural evolution and change have tended to conceptualize innovation as a process that results from individual experimentation involving random or very loosely guided trial-and-error ...alterations to existing cultural elements. Alternatively, they have focused on individual experimentation via decision rules and different heuristics with already existing, potentially innovative cultural elements whose emergence is left unexplained. Based on ethnographic fieldwork I conducted with a number of business innovation consultancy groups in the United States, I theorize institutionalized innovation as a new engine of cultural evolution that might be unique to complex industrial societies characterized by intense intragroup competition that puts pressure on constant innovation. This engine might be responsible for a faster pace of cultural evolution. At stake is a systematic strategy of purposeful innovation that is neither entirely random nor entirely calculation based. Rather, it is based in the rationalized and rule-governed production of what I call "structured contingency," and it is capable of being applied to products and services across different business domains, including to itself. Investigadores de cambio y evolución cultural han tendido a conceptualizar innovación como un proceso que resulta de la experimentación individual envolviendo alteraciones al azar o relajadamente guiadas de ensayo y error a elementos culturales existentes. Alternativamente, se han concentrado en experimentación individual vía reglas de decisión y heurística diferente con ya existentes, potencialmente innovativos elementos culturales cuya emergencia es dejada sin explicar. Basado en un trabajo de campo etnográfico que conduje con un número de grupos de consultoría de innovación en negocios en los Estados Unidos, teorizo la innovación institucionalizada como un nuevo motor de evolución cultural que puede ser único a sociedades industriales complejas caracterizadas por intensa competencia entre grupos que pone presión en innovación constante. Este motor puede ser responsable por un ritmo más rápido de evolución cultural. En juego está una estrategia sistemática de innovación con un propósito que no es enteramente al azar ni enteradamente basada en cálculo. En cambio, está basada en la producción racionalizada y gobernada por reglas de lo que llamo "contingencia estructurada", y es capaz de ser aplicada a productos y servicios a través de diferentes dominios de negocios incluyéndose él mismo.
We Culture Paulise, Luciana
2022, 2022-05-13
eBook
Today's global, complex, and disruptive business environment demands companies to make their organizations more adaptive and agile. It's imperative that organizations upskill their personnel and set ...their culture intentionally. The companies that develop this culture right will have an incredible, competitive advantage. Leading change is everybody's job; nobody can do it alone. A systemic and collaborative approach is needed: a we culture mentality. The We Culture book will help you create a culture in the future of work to increase employee engagement, agility, quality and innovation through the 12-skills CARE model for hybrid workplaces. You will find:Real-life examples and interviews with company leadersHands-on exercises in every chapterOpportunities for blended learning with the We Culture platform including videos, blogs, and audio contentWe Culture is an invitation to co-create a culture of conscious teamwork, where we can bring our whole selves to work, while simultaneously producing more cost-effective products and services to become more customer-oriented.
Inside Out provides a road map for organizational change. Written for leaders championing diversity, equity, inclusion, and belonging in their workplace, its adaptive approach outlines the crucial ...steps towards dismantling institutional racism. An invaluable resource packed with practical tools and strategies.
Taking the Floor Beunza, Daniel
2019, 20190903, 2019-09-03
eBook
Debates about financial reform have led to the recognition that a healthy financial system doesn't depend solely on how it is structured-organizational culture matters as well. Based on extensive ...research in a Wall Street derivatives-trading room,Taking the Floor considers how the culture of financial organizations might change in order for them to remain healthy, even in times of crises. In particular, Daniel Beunza explores how the extensive use of financial models and trading technologies over the recent decades has exerted a far-ranging and troubling influence on Wall Street. How have models reshaped financial markets? How have models altered moral behavior in organizations?
Beunza takes readers behind the scenes in a bank unit that, within its firm, is widely perceived to be "a class act," and he considers how this trading room unit might serve as a blueprint solution for the ills of Wall Street's unsustainable culture. Beunza demonstrates that the integration of traders across desks reduces the danger of blind spots created by models. Warning against the risk of moral disengagement posed by the use of models, he also contends that such disengagement could be avoided by instituting moral norms and social relations.
Providing a unique perspective on a complex subject, Taking the Floor profiles what an effective, responsible trading room can and should look like.
This article illustrates the value of reflexive dialogue regarding foundational assumptions about ontologies of culture and cultural change, as well as regarding key methodological and ...epistemological tensions at critical junctures in the research process, in a collaborative ethnographic study undertaken by Ecuador’s largest banking institution in partnership with a team of university anthropologists. While acknowledging the importance of ethnographic positionality and the complexity of organizational interests in business anthropology, the case highlights the role and power of consciously positioned reflexivity and dialogue to overcome tensions, build trust, and ultimately reach cultural insights that are products of an inclusive and pluri-ethnographic approach as opposed to a more hierarchical, or “othering,” para-ethnographic perspective. The case demonstrates how this approach requires attention not only to divergences and convergences between academic anthropologists and corporate culture workers but also to multiple positionalities within organizations themselves that inflect understandings of cultural ontologies and ethnographic epistemologies.
A few decades ago, management thinking started to embrace the idea of purpose. The first edition of this book marked an important step in this trajectory; it drew attention to the need for managers ...to relate the concepts of ‘purpose’ and ‘missions’ to strategy, culture and leadership. In the years since, purpose and missions have become business imperatives – not only in terms of remaining competitive but as core in the attempts to have a sustainable impact on the world. The second edition of Management by Missions is an open access book based on substantially more research carried out over fifteen years, involving more than 200 organizations around the world. All of this research supports that the practical models and ideas offered in the book have been tried and tested and actually work in practice. With case studies, anecdote and new research findings, the authors present the main tools of the MBM method (shared missions, missions scorecards, interdependency matrix, missions-based objectives and integral assessment) and the type of leadership needed to implement it. The ideas presented in this book mark a path towards a new management methodology for the XXI century and a new way of understanding the work that managers do.
Blind spots Bazerman, Max H; Tenbrunsel, Ann E
2011., 20110301, 2011, 2011-03-01, 20110101
eBook
When confronted with an ethical dilemma, most of us like to think we would stand up for our principles. But we are not as ethical as we think we are. In Blind Spots, leading business ethicists Max ...Bazerman and Ann Tenbrunsel examine the ways we overestimate our ability to do what is right and how we act unethically without meaning to. From the collapse of Enron and corruption in the tobacco industry, to sales of the defective Ford Pinto and the downfall of Bernard Madoff, the authors investigate the nature of ethical failures in the business world and beyond, and illustrate how we can become more ethical, bridging the gap between who we are and who we want to be.
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