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Surprisingly, many frustrations about behavior in organizations are consistent from person to person and from company to company. For example, any one of the following concerns is quite typical: • "I wish people would think for themselves and run things like it's their own business rather than waiting for someone to tell than what to do!" • "I wish the people who make the decisions were closer to the action and knew what's really going on. I also wish that those of us who have to implement their decisions could have our say." • "I wish people would offer more ideas and suggestions, or I wish I'd find somebody to listen to my ideas." These concerns are reflections of the culture of the organization, its structure, tradition, and way of doing things. Any organization whose concerns are similar to the above is likely to have a directive or autocratic history. A directive management style results from the traditional American view of how organizations should be managed. The traditional view assumes that the manager knows best and must inspect and control all work and that workers are best utilized only for performing the work. This view are rapidly changing. There is a new corporate culture emerging in American business. The old business culture that emphasized authoritative management practices is being abandoned in favor of a new culture that emphasizes a more democratic, or participative, style of management. This transition can be observed in almost every major corporation in America. Its motive forces are the financial necessity for improved productivity and quality and the demands made by employees for a more satisfying work environment. Yet, despite good intentions and numerous attempts by various organizations to implement a team approach to their management styles, some work teams are ineffective. There is nothing worse than seeing a group of star performers flounder because they do not know how to work together.

We examine "psy" on the college campus. Psy refers to ways of knowing and acting on ourselves that shape everyday life psychologically. We suggest that there is an "elective affinity" between psy and the neoliberal management strategies that now dominate the "corporate university." We describe ways that psy organizes college life by drawing on the history of college health services; interviews about mental health and services at a university in Canada; and historical, social, and media accounts of student mental health and pharmaceutical drug use—both prescribed and not—on campus in the US and Canada. By the 1990s, for the first time, many students were arriving at college as already experienced consumers of psy with diagnoses and prescriptions. We approach this and the increased use of medication as an aspect of the psy-campus. We focus on stimulants, using ADHD to illustrate the blurring line between treatment and enhancement. Students who use stimulants—with or without prescription—do so in the same way: instrumentally in relation to academic demands. The blurred line between academic stress and psychiatric distress is further illustrated by "clinic notes," an institutionalized practice that enables all students to act on academic pressure as a matter of mental health. We describe the links between psy and institutional branding and marketing to illustrate the role of mental health and wellness services in the corporate university.

Around the world and across industries, toxic workplaces are in the news. Taking a holistic approach, this book gives a succinct summary of how toxic cultures develop and shows how they can be remedied with practical takeaways for organisations. Existing books on toxic culture either skim the surface of the latest scandal or take a theoretical approach of limited use to practitioners trying to improve their organisations. Now, organisational development expert James Cannon presents an all-in-one resource basedon organisational and individual psychology research that offers actionable suggestions for required change. Cannon provides a framework to understand the complexities of a toxic culture, identifying eight drivers: power, leadership personalities, values, organisation design, formal and informal systems, relations with the external environment and individual systems of motivation and reward. The book also offers a comprehensive toolkit with questionnaires and checklists to manage and achieve cultural change. Professionals and students in organisational psychology, business, and change management, as well as those with an interest in the political and social issues raised by toxic cultures, will appreciate this guide on how to tackle a problem that is much discussed but seldom solved.

How successful were the East European Jewish immigrants in London compared with the vast majority that went to New York? This critical question - one that lies at the heart of debates on Jewish modernity, ethnic and racial assimilation, and the impact of culture on entrepreneurship - is assessed systematically for the first time in this volume. Using new evidence of Jewish immigration, mobility and assimilation, Andrew Godley shows that despite similar backgrounds and opportunities, the Jews in London were far less entrepreneurial and those in New York. As the Jewish immigrants assimilated either American or British cultural values, those in New York moved en masse into self-employment, while those in London opted to remain as workers. Godley then reinterprets the broad thrust of British twentieth century economic history, emphasising how these long-standing anti-entrepreneurial and highly conservative craft cultural values among the English working classes acted as a drag on innovation, hampering industrial relations, investment and growth.

This research aims to provide an explanation of CSR in Indonesia by proving that CSR mediates the influence of international experiences on firm value. This study is explanatory research with non-service sector companies listed on IDX in 2010-2012 as the population. The sampling was conducted using the saturated sampling method. Moreover, the method of analysis used was SEM (based on variance). The result of the study suggests that CSR disclosure mediates the influence of international experiences on firm value. In addition, the result of this study implies that companies should implement and report CSR accordingly, especially companies that run export trade, as it would have a positive impact on firm value. For the government, through the stock market regulator, it is crucial to provide guidance in making CSR report in detail by referring to GRI that has been universally accepted, in order to be used for economic decision making for stakeholders.

Cover -- Half Title -- Title Page -- Copyright Page -- Contents -- Preface -- Acknowledgments -- Foreword -- About the Authors -- 1. Review of CI Program Challenges -- Reasons for CI Failure -- Implementing a Tool-Oriented Approach -- Focus on Performance -- Lack of Motivation -- Poor Communication -- Inexperienced Manager -- Inexperienced Team Members -- Inadequate Infrastructure -- Contextual Reasons -- Focus on Short-Term Results -- Previous Attempts at Continuous Improvement -- Change Management -- Summary -- 2. Introduction to Desired Behaviors -- Organization's Core Behaviors -- Why Define Core Behaviors? -- The Ideal Core Behaviors -- Ideal Results Require Ideal Behaviors -- KPIs and KBIs -- Habit Formation -- Purpose and System Drive Behavior -- Designing a System -- Internal and External Relationships for a Well-Designed System -- Structures and Hierarchies -- Defining a Purpose for the System -- Integrating Behaviors into Systems -- Step 1: Identify Critical Business Systems -- Step 2: Prioritize Which System(s) Need to Be Addressed First -- Step 3: Agree on a Purpose Statement for Priority Systems -- Step 4: Agree on a High-Level System Map -- Step 5: Agree on KPIs and Targets for Each System -- Step 6: Use Value Stream Mapping (VSM) If Applicable -- Step 7: Use the Behavioral Deployment Process -- Step 8: Get Feedback -- Step 9: Refine the System -- Principles Inform Ideal Behavior -- Cultural Enablers -- Respect Every Individual -- Lead with Humility -- Continuous Improvement -- Focus on Process -- Embrace Scientific Thinking -- Pull and Flow Value -- Assure Quality at the Source -- Seek Perfection -- Enterprise Alignment -- Create Value for the Customer -- Create Constancy of Purpose -- Think Systemically -- Risk-Taking Mindset and Behavior -- Anatomy of Key Indicators (KPIs, KBIs, and KAIs) -- Summary -- 3. Change Management.

BRIEF CONTENTS List of case studies, self assessments, ethical checkpoints, and contemporary issues in organizational ethics -- Introduction: Making the case for studying organizational ethics -- Acknowledgments -- About the author -- Part 1. Practicing Personal Ethics in the Organization. Ethical competencies and perspectives -- Ethical decision making and action -- Components of personal ethical development -- Part 2. Practicing Interpersonal Ethics in the Organization. Ethical interpersonal communication -- Exercising ethical influence -- Ethical conflict management -- Part 3. Practicing Leadership, Followership, and Group Ethics. Leadership and followership ethics -- Improving group ethical performance -- Part 4. Practicing ethics in organizational systems -- Building an ethical organization -- Managing ethical hotspots in the organization -- Promoting organizational citizenship -- Ethics in a global society.

Acknowledgements -- About the authors -- List of figures, tables -- Innovation: getting started -- Introduction -- Innovation: a definition -- Six building blocks of innovation: an overview -- Building blocks of innovation: the core -- The six blocks of innovation: the frontier -- Innovation in action -- Carlo Gasparini -- Celine Le Cotonnec -- Peter Löfgren -- Jeanne Marell -- Christine Ng -- Mark Nierwetberg -- Tim Romero -- Stephen Simpson -- Paul Slezak -- Andre Teixeira -- Cindy Tripp -- Victoria Vallström (Bastide) -- Stefan Vlachos -- Melissa Widner -- Innovation: the future -- Conclusion: becoming a master of innovative ideas -- Resources -- Question index -- About the research -- Index.