,Contents
Brief biographical sketches of editors
List of contributing authors
David Starr-Glass
1Organizational culture: forces that shape thinking, behavior, and success
1.1Introduction
1.2The multiple roots of culture
1.2.1Culture as a metaphor
1.2.2Culture as a national expression
1.3The culture of organizations
1.4The structure of organizational culture
1.4.1Artifacts: visible organizational structures and processes
1.4.2Espoused beliefs: underlying philosophies and justifications
1.4.3Deeper assumptions and values
1.5Enacted values and organizational climate
1.6Organizational culture and leadership
1.6.1Founders
1.6.2Perpetuating organizational culture
1.6.3When organizational culture needs to change
1.6.4Change interventions in organizational culture
1.7Conclusion
Filomena Antunes Brás
2Corporate social responsibility reporting and sustainability
2.1Introduction
2.2The concept of CSR and sustainability
2.3Brief overview of historical development of CSR reporting
2.4Two branches of CSR
2.5To whom does one report on CSR and sustainability?
2.6How to disclose CSR and sustainability information?
2.6.1Global Reporting Initiative
2.6.2Integrated reporting
2.7Final remarks
Gema Calleja Sanz, Jordi Olivella Nadal, Joan Vinyals Robert
3Project management
3.1Introduction
3.1.1What is a project?
3.1.2A brief history of project management
3.1.3Common project management methodologies
3.1.4Megatrends in project management
3.2Business case
3.2.1What is a business case?
3.2.2Content of a business case
3.2.3Project charter
3.2.4Steps of initial phase in project management
, 3.3The PMBOK approach
3.3.1General structure
3.3.2Phases and processes
3.4Conclusions
Gilda Hernandez-Maskivker
4Consumer behavior: the importance of millennials in the tourism industry
4.1Introduction
4.2Consumer behavior and tourist behavior
4.3Millennials’ behavior in tourism industry
4.4Final remarks on how to approach this target market from a managerial
perspective
Ana Lúcia Rodrigues, Carolina Feliciana Machado
5Performance appraisal: a critical tool in effective human resource management
5.1Introduction
5.2Performance appraisal in human resource management
5.2.1Performance appraisal objectives
5.2.2Performance appraisal instruments
5.2.3Performance appraisal procedures
5.3Steps to create a performance appraisal system
5.3.1Knowledge of strategy and functions
5.3.2Performance appraisal planning
5.3.3Performance appraisal development
5.3.4Performance appraisal
5.3.5Performance appraisal review
5.4Performance appraisal in company X
5.4.1Methodological approach and procedures in information gathering
5.4.2Company X strategy
5.4.3Performance appraisal planning
5.4.4Review of performance evaluation
5.4.5Conceptualization of a company’s performance appraisal system
5.5Conclusions and guidelines for the future
Ana Raquel Sampaio de Sousa, Carolina Feliciana Machado, Miguel Pinheiro
6Job analysis: an application in a knowledge-intensive, high-performance SME
6.1Introduction
6.2Theoretical background
6.3Approach and methodology
6.4Findings and discussion
6.5Concluding remarks
Index
, 1Organizational culture: forces that shape thinking,
behavior, and success
Abstract: A critical issue in business is that organizations are composed of individuals and social
groups and that organizational outcomes rest on the creativity, efforts, and behavior of these different
actors and social units. This chapter considers perhaps the most powerful and decisive aspect of people
performance in organizations: organizational culture. The chapter explores the meaning of
organizational culture and how culture informs organizational members of the root assumptions,
values, and behaviors that constitute the organization’s raison d’être, vision, and future. It considers
how cultures evolve within organizations, the pivotal role played by their founding members, and how
organizational leadership can change culture, reshaping and refocusing it to contribute to the
organization’s continuing survival and success.
Culture is an abstraction, yet the forces that are created in social and organizational situations that
derive from culture are powerful. If we don’t understand the operation of these forces, we become
victim to them. [1, p. 3]
1.1Introduction
In North America, Europe, and Australia there is a growing trend for business schools to design their
curricula with graduate employability in mind. The challenge they confront is to provide a set of
skills and competencies that will allow graduates to successfully enter the workplace, advance within
it, and productively manage organizations and personal careers [2–4]. Graduate employability is
particularly challenging for a number of interrelated reasons: (a) the work world is constantly changing,
which makes it difficult to predict the skills and competencies that will be relevant in the future; (b)
new knowledge and disruptive technologies are rapidly diffused; (c) the half-life of knowledge in many
professional and disciplinary areas is not very long; and (d) computer-based artificial intelligence that
renders many human-centered skills and competencies obsolete is being increasingly used [5–7].
Responding to these complex challenges, many business schools are now accentuating broader and
more enduring skills, emphasizing critical and fundamental areas in their curricula, and cultivating a
commitment to continuous intellectual growth and lifelong learning after graduation [8–10]. Most
likely – given the nature of this book and its intended readership – you have made a commitment to
lifelong learning. Further, given the predicted readership of this book (those in the scientific
and engineering communities), this chapter might cover an area that has not been previously studied
or that has not been considered particularly relevant.
This chapter might prove challenging because, unlike many of the “hard” and technically focused
topics of conventional MBA programs, organizational culture is a “soft” topic, akin to subjects like
organizational communication or interpersonal relationships. Although many science and engineering
students prefer the reassuring nature of technically based “hard” areas of study in MBA programs, such
as capital budgeting or managerial economics, it is important to realize that in the real work world,
especially at middle and senior management levels, the competencies most in demand and most
associated with success are those people-centered ones that many generations of business
undergraduates have rather dismissively referred to as “soft” subjects [11, 12].
This chapter explores organizational culture by providing a critical working knowledge of the
topic. Organizational culture is a very significant aspect of all social aggregations: project teams, work
groups, and corporate organizations. An awareness of organizational culture is of critical importance
for those who work in, or collaborate with, such groups. This importance is reflected in the simple
Brief biographical sketches of editors
List of contributing authors
David Starr-Glass
1Organizational culture: forces that shape thinking, behavior, and success
1.1Introduction
1.2The multiple roots of culture
1.2.1Culture as a metaphor
1.2.2Culture as a national expression
1.3The culture of organizations
1.4The structure of organizational culture
1.4.1Artifacts: visible organizational structures and processes
1.4.2Espoused beliefs: underlying philosophies and justifications
1.4.3Deeper assumptions and values
1.5Enacted values and organizational climate
1.6Organizational culture and leadership
1.6.1Founders
1.6.2Perpetuating organizational culture
1.6.3When organizational culture needs to change
1.6.4Change interventions in organizational culture
1.7Conclusion
Filomena Antunes Brás
2Corporate social responsibility reporting and sustainability
2.1Introduction
2.2The concept of CSR and sustainability
2.3Brief overview of historical development of CSR reporting
2.4Two branches of CSR
2.5To whom does one report on CSR and sustainability?
2.6How to disclose CSR and sustainability information?
2.6.1Global Reporting Initiative
2.6.2Integrated reporting
2.7Final remarks
Gema Calleja Sanz, Jordi Olivella Nadal, Joan Vinyals Robert
3Project management
3.1Introduction
3.1.1What is a project?
3.1.2A brief history of project management
3.1.3Common project management methodologies
3.1.4Megatrends in project management
3.2Business case
3.2.1What is a business case?
3.2.2Content of a business case
3.2.3Project charter
3.2.4Steps of initial phase in project management
, 3.3The PMBOK approach
3.3.1General structure
3.3.2Phases and processes
3.4Conclusions
Gilda Hernandez-Maskivker
4Consumer behavior: the importance of millennials in the tourism industry
4.1Introduction
4.2Consumer behavior and tourist behavior
4.3Millennials’ behavior in tourism industry
4.4Final remarks on how to approach this target market from a managerial
perspective
Ana Lúcia Rodrigues, Carolina Feliciana Machado
5Performance appraisal: a critical tool in effective human resource management
5.1Introduction
5.2Performance appraisal in human resource management
5.2.1Performance appraisal objectives
5.2.2Performance appraisal instruments
5.2.3Performance appraisal procedures
5.3Steps to create a performance appraisal system
5.3.1Knowledge of strategy and functions
5.3.2Performance appraisal planning
5.3.3Performance appraisal development
5.3.4Performance appraisal
5.3.5Performance appraisal review
5.4Performance appraisal in company X
5.4.1Methodological approach and procedures in information gathering
5.4.2Company X strategy
5.4.3Performance appraisal planning
5.4.4Review of performance evaluation
5.4.5Conceptualization of a company’s performance appraisal system
5.5Conclusions and guidelines for the future
Ana Raquel Sampaio de Sousa, Carolina Feliciana Machado, Miguel Pinheiro
6Job analysis: an application in a knowledge-intensive, high-performance SME
6.1Introduction
6.2Theoretical background
6.3Approach and methodology
6.4Findings and discussion
6.5Concluding remarks
Index
, 1Organizational culture: forces that shape thinking,
behavior, and success
Abstract: A critical issue in business is that organizations are composed of individuals and social
groups and that organizational outcomes rest on the creativity, efforts, and behavior of these different
actors and social units. This chapter considers perhaps the most powerful and decisive aspect of people
performance in organizations: organizational culture. The chapter explores the meaning of
organizational culture and how culture informs organizational members of the root assumptions,
values, and behaviors that constitute the organization’s raison d’être, vision, and future. It considers
how cultures evolve within organizations, the pivotal role played by their founding members, and how
organizational leadership can change culture, reshaping and refocusing it to contribute to the
organization’s continuing survival and success.
Culture is an abstraction, yet the forces that are created in social and organizational situations that
derive from culture are powerful. If we don’t understand the operation of these forces, we become
victim to them. [1, p. 3]
1.1Introduction
In North America, Europe, and Australia there is a growing trend for business schools to design their
curricula with graduate employability in mind. The challenge they confront is to provide a set of
skills and competencies that will allow graduates to successfully enter the workplace, advance within
it, and productively manage organizations and personal careers [2–4]. Graduate employability is
particularly challenging for a number of interrelated reasons: (a) the work world is constantly changing,
which makes it difficult to predict the skills and competencies that will be relevant in the future; (b)
new knowledge and disruptive technologies are rapidly diffused; (c) the half-life of knowledge in many
professional and disciplinary areas is not very long; and (d) computer-based artificial intelligence that
renders many human-centered skills and competencies obsolete is being increasingly used [5–7].
Responding to these complex challenges, many business schools are now accentuating broader and
more enduring skills, emphasizing critical and fundamental areas in their curricula, and cultivating a
commitment to continuous intellectual growth and lifelong learning after graduation [8–10]. Most
likely – given the nature of this book and its intended readership – you have made a commitment to
lifelong learning. Further, given the predicted readership of this book (those in the scientific
and engineering communities), this chapter might cover an area that has not been previously studied
or that has not been considered particularly relevant.
This chapter might prove challenging because, unlike many of the “hard” and technically focused
topics of conventional MBA programs, organizational culture is a “soft” topic, akin to subjects like
organizational communication or interpersonal relationships. Although many science and engineering
students prefer the reassuring nature of technically based “hard” areas of study in MBA programs, such
as capital budgeting or managerial economics, it is important to realize that in the real work world,
especially at middle and senior management levels, the competencies most in demand and most
associated with success are those people-centered ones that many generations of business
undergraduates have rather dismissively referred to as “soft” subjects [11, 12].
This chapter explores organizational culture by providing a critical working knowledge of the
topic. Organizational culture is a very significant aspect of all social aggregations: project teams, work
groups, and corporate organizations. An awareness of organizational culture is of critical importance
for those who work in, or collaborate with, such groups. This importance is reflected in the simple
