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"Strategies for effectively managing how information technology impacts human and organizational behavior are discussed in this business guide. Covering both the ôsoftö and ôhardö dimensions of organizational development, information is provided on e-communication, virtual teams, and action learning. A framework for increasing crosscultural efficiency and the global economy engagement is provided."

The Human Side of Project Management: Leadership Skills includes an assessment framework for selecting project leaders who exemplify the key characteristics and traits identified in the research, with particular emphasis on working in China, due to the country's growing need for project management. In building the body of knowledge relating to leadership skills of project leaders, researchers from Tongji University in Shanghai employed a number of tactics, including literature review, investigation and interview, theory analysis, experiment design, and data collection and processing. The study's findings are generally applicable to a variety of projects and industries.

The technology behind knowledge management is familiar to many managers, but the human side of knowledge management is less familiar. For example, how do motivation and learning affect the individual's acquisition and transfer of knowledge, and how do group dynamics mediate the role of knowledge in an organization? This book reviews the literature that addresses the human side of knowledge acquisition, transfer, and application. The author presents these annotations and a view of knowledge management that provides support for leaders who must capture the information available within their orga.

What makes a good manager? Though we can probably all point to someone we think of as a good manager, what precisely makes them so good at their job is a complex question – and one central to good business organization. Management scholar Douglas McGregor’s seminal 1960 book The Human Side of Enterprise is perhaps the most influential attempt to answer that question, and provides an excellent example of strong evaluative and reasoning skills in action. Evaluation is all about judging the strength and weakness of positions: a critical evaluation asks how acceptable a line of reasoning is, how adequate, relevant and convincing the evidence is. McGregor sought to find out what makes a good manager by evaluating different management approaches, their assumptions about human behavior, and effects they had. In his view, management approaches could be roughly broken down into two “theories”: Theory X, which held a negative idea of employee motivations; and Theory Y, which made positive assumptions about them. In McGregor’s evaluation, Theory Y produced markedly better results in productivity and other measurable areas. On this basis, McGregor reasoned out a strong, persuasive argument for adopting Theory Y strategies on a grand scale.

Intranets have changed the way organizations around the world communicate. Many business people are intimidated by this technological revolution-but they need not be! The Human Side of Intranets guides you through the daunting task of transforming communication within your business. This book is for every non-technical person charged with the task of creating or contributing to a company intranet system. It goes through the process step-by-step, from initial concept to launch and beyond. The Human Side of Intranets avoids information overload, addressing three critical dimensions of creating an effective and valuable intranet-content, style, and politics. It demonstrates how intranets are not about technology, but about people and the way they communicate. Real-world examples and proven tactics for problem-solving are given to show you the way. This book makes taking your company into the 21st century a manageable feat!

This eye-opening study, based on the authors' direct and personal observation of a bank merger, has three basic analytical focuses: the human issues presented by mergers at both an individual and a cultural level, the organizational issues that these human concerns raise, and the resulting implications for managing the merger and acquisition process. With keen insight the authors delve into a complex web of reactions. The intrigues, cultural clashes, hostilities, and tensions that emerged from this friendly merger are mind-boggling. The dynamics that characterized the dual nature of the merger run the gamut of human responses to a stressful situation: trust and betrayal, openness and deception, hope and despair, support and retaliation - all driven by nascent opportunities or restricted options. This impressive study has many lessons to teach about the role that human resource considerations should play in any large-scale organizational change.

Proceedings of the 15th International Conference on Applied Human Factors and Ergonomics and the Affiliated Conferences, Nice, France, 24-27 July 2024.

While in many university courses attention is given to the human side, as opposed to the technical side of engineering, it is by and large an afterthought. Engineering is, however, a technical, social, and personal activity. Several studies show that engineering is a community activity of professionals in which communication is central to the engineering task. Increasingly, technology impacts everyone in society. Acting as a professional community, engineers have an awesome power to influence society but they can only act for the common good if they understand the nature of our society. To achieve such understanding they have to understand themselves. This book is about understanding ourselves in order to understand others, and understanding others in order to understand ourselves in the context of engineering and the society it serves. To achieve this understanding this book takes the reader on 12 intellectual journeys that frame the big questions confronting the engineering professions.

Outsourcing is now a strategic choice for many companies and a continuing issue for managers and consultants. The transfer, negotiation and ongoing management of outsourced contracts all demand a great deal of people management. Yet, while the implications for those directly affected may be numerous and wide-ranging, very little has been written on how to sensitively and successfully manage the transfer of such individuals – along with the emotional needs of those left behind. This book considers The Human Side of Outsourcing, integrating theory and practice to offer state-of-the-art advice for those responsible for implementation in the field along with insightful analysis for researchers and students of work psychology. Examining problems and solutions from employee and employer perspectives, Stephanie J. Morgan provides an in-depth study of the psychological theory, management practice and level and type of support required to engage staff and improve outcomes. Real-world case studies illustrate all the key issues involved, along with their implications for HR, line management, organizational performance and employees themselves.