Journal of Business & Economics Research (JBER), 2011
On a given workday, over 700 workers are attacked, 43,800 employees are harassed and 16,400 are t... more On a given workday, over 700 workers are attacked, 43,800 employees are harassed and 16,400 are threatened (Hynes, 2001). Yet the literature focuses upon environmental causes; none attempt to identify personal characteristics of the uncivil, deviant or maladaptive employee. This study helps fill this void by exploring the personality correlates of uncivil employee behavior. These employees violate mutual norms of respect, negatively affect organizational performance, and are thus the prototypical difficult employee. Utilizing a unique psycho-pathological approach, the DSM-IV (Diagnostic Statistical Manual) was used as the basis for defining and assessing the perceived personality correlates of these employees’ behaviors. Results suggest that narcissistic traits are the modal descriptors for the Difficult Employee, regardless of hierarchical role (boss, peer, subordinate). Implications are discussed with suggestions for future research.
I f the management mantra of the 1990s was “Do more with less, ” the mantra for the new millenniu... more I f the management mantra of the 1990s was “Do more with less, ” the mantra for the new millennium will be “Do ~~tz more with et~n less. ” Managers must accept the reality that the competition for external customers will be re-flected in increasing com-petition for internal re-sources. More and more, mdnagers will feel the antagonistic forces of requests from team menl-hers for increased resources and pressure from
Page 1. 415 The Interpreted Executive: Theory, Models, and Implications Lyle Sussman University o... more Page 1. 415 The Interpreted Executive: Theory, Models, and Implications Lyle Sussman University of Louisville Denise M. Johnson University of Louisville As the demand and opportunity for international business ventures increase, the need for interpreters also will increase. ...
This paper posits that communication consultants, in becoming grounded in the theory and practice... more This paper posits that communication consultants, in becoming grounded in the theory and practice of OD interventions, must recognize the subtle, potentially unforeseen problems inherent in most interventions. This argument is developed in three stages. First, OD as a problematic process is discussed by comparing it with Lindblom's analysis of “Muddling Through.” Second, each of the problem areas suggested by
[1989] Proceedings of the Twenty-Second Annual Hawaii International Conference on System Sciences. Volume IV: Emerging Technologies and Applications Track, 1989
This study tests several assumptions about the adoption and implementation of electronic communic... more This study tests several assumptions about the adoption and implementation of electronic communication media (ECM) in organizations. The assumptions are based on earlier work in ECM and studies of organizational communication. The actual study involves the administration of a survey instrument (long and short versions) to a total of 600 ECM account holders at an urban mid-eastern university. The survey
The purpose of this study was to examine communication strategies for ascendance in same-sex and ... more The purpose of this study was to examine communication strategies for ascendance in same-sex and mixed-sex superior-subordinate dyads. The strategies, operationalized in terms of task and social facilitation, were derived from Bales' Interaction Process Analysis ...
ABSTRACT. The strategic planning process is arguably one of the most important topics taught in a... more ABSTRACT. The strategic planning process is arguably one of the most important topics taught in a manage-ment class. Moreover, the subtopic of strategy formulation is both the most pivotal and the most difficult to teach. As many theorists argue, strategy for-mulation is the black ...
ABSTRACT In recent years, organizations representing all types of industries, including health ca... more ABSTRACT In recent years, organizations representing all types of industries, including health care, have adopted the 360-feedback approach with the goal of strengthening leader performance. But while 360-feedback enjoys a high level of face validity, current research shows that it is not problem-free and often fails to achieve its goals without proper development and implementation. This research, conducted in a large public hospital, surveyed the top management team of 49 executives who participated in a 360-feedback project beginning in February 2001. The survey, designed to solicit opinions about the effectiveness of the 360-feedback project, resulted in several recommendations to improve the process: One, both mentors and participants (raters and those rated) should be formally trained to improve the feedback process. Two, participants--both raters and those rated--should be significantly involved in 360-feedback planning and development efforts. Three, the 360-feedback process should be linked to hospital objectives. Four, the 360-feedback process should focus not only on interpersonal issues but departmental and organizational goals as well. First and foremost, our findings show that regardless of how popular a management development program may be, no technique for improving management and organizational effectiveness, including 360-feedback, will work unless properly designed and implemented.
... Peggy A. Golden Corresponding Author Contact Information , a , Renee Beauclai b and Lyle Suss... more ... Peggy A. Golden Corresponding Author Contact Information , a , Renee Beauclai b and Lyle Sussman c. ... been conducted in the past few years, most notably by Kiesler, Sproull, and associates (Huff, Sproull, & Kiesler, 1989; Kiesler, 1986; Kiesler, Siegel, & McGuire, 1984; Siegel ...
Journal of Business & Economics Research (JBER), 2011
On a given workday, over 700 workers are attacked, 43,800 employees are harassed and 16,400 are t... more On a given workday, over 700 workers are attacked, 43,800 employees are harassed and 16,400 are threatened (Hynes, 2001). Yet the literature focuses upon environmental causes; none attempt to identify personal characteristics of the uncivil, deviant or maladaptive employee. This study helps fill this void by exploring the personality correlates of uncivil employee behavior. These employees violate mutual norms of respect, negatively affect organizational performance, and are thus the prototypical difficult employee. Utilizing a unique psycho-pathological approach, the DSM-IV (Diagnostic Statistical Manual) was used as the basis for defining and assessing the perceived personality correlates of these employees’ behaviors. Results suggest that narcissistic traits are the modal descriptors for the Difficult Employee, regardless of hierarchical role (boss, peer, subordinate). Implications are discussed with suggestions for future research.
I f the management mantra of the 1990s was “Do more with less, ” the mantra for the new millenniu... more I f the management mantra of the 1990s was “Do more with less, ” the mantra for the new millennium will be “Do ~~tz more with et~n less. ” Managers must accept the reality that the competition for external customers will be re-flected in increasing com-petition for internal re-sources. More and more, mdnagers will feel the antagonistic forces of requests from team menl-hers for increased resources and pressure from
Page 1. 415 The Interpreted Executive: Theory, Models, and Implications Lyle Sussman University o... more Page 1. 415 The Interpreted Executive: Theory, Models, and Implications Lyle Sussman University of Louisville Denise M. Johnson University of Louisville As the demand and opportunity for international business ventures increase, the need for interpreters also will increase. ...
This paper posits that communication consultants, in becoming grounded in the theory and practice... more This paper posits that communication consultants, in becoming grounded in the theory and practice of OD interventions, must recognize the subtle, potentially unforeseen problems inherent in most interventions. This argument is developed in three stages. First, OD as a problematic process is discussed by comparing it with Lindblom's analysis of “Muddling Through.” Second, each of the problem areas suggested by
[1989] Proceedings of the Twenty-Second Annual Hawaii International Conference on System Sciences. Volume IV: Emerging Technologies and Applications Track, 1989
This study tests several assumptions about the adoption and implementation of electronic communic... more This study tests several assumptions about the adoption and implementation of electronic communication media (ECM) in organizations. The assumptions are based on earlier work in ECM and studies of organizational communication. The actual study involves the administration of a survey instrument (long and short versions) to a total of 600 ECM account holders at an urban mid-eastern university. The survey
The purpose of this study was to examine communication strategies for ascendance in same-sex and ... more The purpose of this study was to examine communication strategies for ascendance in same-sex and mixed-sex superior-subordinate dyads. The strategies, operationalized in terms of task and social facilitation, were derived from Bales' Interaction Process Analysis ...
ABSTRACT. The strategic planning process is arguably one of the most important topics taught in a... more ABSTRACT. The strategic planning process is arguably one of the most important topics taught in a manage-ment class. Moreover, the subtopic of strategy formulation is both the most pivotal and the most difficult to teach. As many theorists argue, strategy for-mulation is the black ...
ABSTRACT In recent years, organizations representing all types of industries, including health ca... more ABSTRACT In recent years, organizations representing all types of industries, including health care, have adopted the 360-feedback approach with the goal of strengthening leader performance. But while 360-feedback enjoys a high level of face validity, current research shows that it is not problem-free and often fails to achieve its goals without proper development and implementation. This research, conducted in a large public hospital, surveyed the top management team of 49 executives who participated in a 360-feedback project beginning in February 2001. The survey, designed to solicit opinions about the effectiveness of the 360-feedback project, resulted in several recommendations to improve the process: One, both mentors and participants (raters and those rated) should be formally trained to improve the feedback process. Two, participants--both raters and those rated--should be significantly involved in 360-feedback planning and development efforts. Three, the 360-feedback process should be linked to hospital objectives. Four, the 360-feedback process should focus not only on interpersonal issues but departmental and organizational goals as well. First and foremost, our findings show that regardless of how popular a management development program may be, no technique for improving management and organizational effectiveness, including 360-feedback, will work unless properly designed and implemented.
... Peggy A. Golden Corresponding Author Contact Information , a , Renee Beauclai b and Lyle Suss... more ... Peggy A. Golden Corresponding Author Contact Information , a , Renee Beauclai b and Lyle Sussman c. ... been conducted in the past few years, most notably by Kiesler, Sproull, and associates (Huff, Sproull, & Kiesler, 1989; Kiesler, 1986; Kiesler, Siegel, & McGuire, 1984; Siegel ...
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