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Constructing, Programming, and Branding Celebrity on Reality Television
UNIVERSITY OF CALIFORNIA Los Angeles Producing Reality Stardom: Constructing, Programming, and Branding Celebrity on Reality Television A dissertation submitted in partial satisfaction of the Requirements for the degree Doctor of Philosophy in Film and Television by Lindsay Nicole Giggey 2017 © Copyright by Lindsay Nicole Giggey 2017 ABSTRACT OF THE DISSERTATION Producing Reality Stardom: Constructing, Programming, and Branding Celebrity on Reality Television by Lindsay Nicole Giggey Doctor of Philosophy in Film and Television University of California, Los Angeles, 2017 Professor John T. Caldwell, Chair The popular preoccupation with celebrity in American culture in the past decade has been bolstered by a corresponding increase in the amount of reality programming across cable and broadcast networks that centers either on established celebrities or on celebrities in the making. This dissertation examines the questions: How is celebrity constructed, scheduled, and branded by networks, production companies, and individual participants, and how do the constructions and mechanisms of celebrity in reality programming change over time and because of time? I focus on the vocational and cultural work entailed in celebrity, the temporality of its production, and the notion of branding celebrity in reality television. Dissertation chapters will each focus on the kinds of work that characterize reality television production cultures at the network, production company, and individual level, with specific attention paid to programming focused ii on celebrity making and/or remaking. Celebrity is a cultural construct that tends to hide the complex labor processes that make it possible. This dissertation unpacks how celebrity status is the product of a great deal of seldom recognized work and calls attention to the hidden infrastructures that support the production, maintenance, and promotion of celebrity on reality television. -
School Managers' Perceptions of the Occurrence of Upward Bullying In
SCHOOL MANAGERS’ PERCEPTIONS OF THE OCCURRENCE OF UPWARD BULLYING IN PUBLIC AND INDEPENDENT GAUTENG SECONDARY SCHOOLS – IMPLICATIONS FOR SCHOOL MANAGEMENT by CIDALIA MARIA DOS SANTOS OLIVIER MINOR–DISSERTATION submitted in partial fulfillment of the requirements for the degree of MAGISTER EDUCATIONIS in EDUCATIONAL MANAGEMENT AND LEADERSHIP in the FACULTY OF EDUCATION at the UNIVERSITY OF JOHANNESBURG SUPERVISOR : Prof BR Grobler May 2012 DEDICATION This mini-dissertation is dedicated to my husband, Rynardt Gideon Olivier, for all his support, encouragement and all the moral support that he gave me in studying for and working towards this degree. 2 | P a g e ACKNOWLEDGEMENTS My children, Jason, Lauren and Micaela. My mother, Maria Amelia Jordao. My sister, Dr Anabela Nascimento and her husband José Nascimento. My supervisor, Professor BR. Grobler for all of his guidance, patience and uncanny ability to recognise my eternal optimism whilst attempting to dodge all the bullets by suggesting that sentences would be more appropriate. 3 | P a g e TABLE OF CONTENTS CHAPTER ONE - INTRODUCTION, BACKGROUND, AIMS OF STUDY AND RESEARCH METHODOLOGY 1.1 INTRODUCTION 9 1.2 THEORETICAL FRAMEWORK 11 1.3 AIMS AND OBJECTIVES OF THE STUDY 13 1.4 RESEARCH STRATEGY AND METHOD 13 1.4.1 Research design 13 1.4.2 Research method 14 1.4.3 Data collection and analysis 15 1.4.4 Demarcation of research 16 1.5 CONCEPT CLARIFICATION 16 1.6 ETHICAL CONSIDERATIONS 16 1.7 BENEFITS OF THE RESEARCH 17 1.8 CONCLUSION 18 CHAPTER TWO - A LITERATURE STUDY TO ELUCIDATE THE COMPONENTS -
Learn to Loveyour
Learn to Love Your Job With approximately one-third of our “It’s really hard for someone who looking for things you can control. It waking hours spent at work—and isn’t happy at work to be engaged,” may be as simple as switching to a another third presumably spent Shane says. “Engagement requires a different shift to work with a supervisor thinking about it—there’s no question good bit of positive emotion, so if you’re or co-workers you find more enjoyable that where, how and with whom we feeling a lot of negativity about your or taking on a task that you are good at wwork plays a significant role in our job, the chance of being engaged or find stimulating. overall well-being. goes down.” “And you have to start each day “Being happy at work is key to being Engagement, however, is about more deciding it’s going to be a good day,” happy in life,” notes Shane Lopez, than happiness. It’s about being content Shane says. “Maybe you just start with Ph.D., Gallup senior scientist and with the work you’re doing and having a the morning, and say today is going to research director at Clifton Strengths sense of curiosity. The good news is, be a good morning. You’ll find that it Institute. “Lots of different domains in each of us has more say in our happiness bleeds over into your afternoon.” our life hinge on it. If that work domino at work than we might realize. doesn’t fall into place, it’s hard to make “You can tweak things like how you Take a Breath the most of your relationships or be your spend your time, who you’re spending it Not everyone believes that happiness best self. -
Employment Law Outlook Winter 2012
Employment Law Outlook Winter 2012 Can’t YOU HEAR THAT WHISTLE BLOW? EXTENDING BENEFITS TO FORMER EMPLOYEES - A LESSON LEARNED Samuel J. Webster Cher E. Wynkoop and Corina V. San-Marina Recently, employee whistleblowing has taken on a new and enhanced life. Statutes growing out of the 9/11 terrorist attacks It is common in severance or retirement situations to promise and the economic meltdown have led to an alphabet soup of extended group health or life insurance benefits to separating federal and state whistleblower legislation. Common examples or retiring executives. In fully insured health plans (and plans of whistleblowing statutes include OSHA (workplace safety), utilizing a stop-loss carrier), employers must consult their insurers SOX (Sarbanes-Oxley securities violations), the Title VII’s anti- before committing to such a promise. In a recent court case, retaliation provisions (employment discrimination), and the anti- Bekaert Corporation learned a difficult lesson. retaliation provisions of the Fair Labor Standards Act. In Bekaert Corp. v. Standard Security Life Ins. Co. of N.Y., the While many of these statutes have the laudatory purposes of court agreed with the stop-loss insurance carrier’s decision to protecting the public from corporate cover-ups and conspiracies deny coverage under its policy to a former employee whose and protecting employees from retaliation, typically whistleblower coverage: (1) was based on a Separation Agreement with the claims arise from employees who have some ax to grind with the employer that was never disclosed to the insurer, and (2) was employer – performance issue, personality clash, general dislike not included in the terms of the health plan sponsored by the of the work, “unfair” treatment. -
How Industrial Relations Informs the Teaching of Ethics in Human Resource Management
Southern Business Review Volume 32 Issue 2 Article 4 How Industrial Relations Informs the Teaching of Ethics in Human Resource Management Charles G. Smith Otterbein College Hugh D. Hindman Appalachian State University Follow this and additional works at: https://digitalcommons.georgiasouthern.edu/sbr Part of the Business Commons, and the Education Commons Recommended Citation Smith, Charles G. and Hindman, Hugh D. () "How Industrial Relations Informs the Teaching of Ethics in Human Resource Management," Southern Business Review: Vol. 32 : Iss. 2 , Article 4. Available at: https://digitalcommons.georgiasouthern.edu/sbr/vol32/iss2/4 This article is brought to you for free and open access by the Journals at Digital Commons@Georgia Southern. It has been accepted for inclusion in Southern Business Review by an authorized administrator of Digital Commons@Georgia Southern. For more information, please contact [email protected]. How Industrial Relations Informs the Teaching of Ethics In Human Resource Management Charles G. Smith and Hugh D. Hindman Most people want to do also because they directly avoid the historical and the “right thing.” This is true affect people and, so, have the philosophical backdrop that in business as well as in life. It potential to bring significant give texture and substance to is the duty of business good or significant harm to these decisions, an under- educators to provide a both individuals and to standing of the intellectual framework for students and society. To better inform the antecedents of today’s peers to judge the operational, debate over ethicality of HR employment relationship, and legal, and ethical rigor of practices, the authors suggest their inherent tensions will managerial decisions. -
Your Respectful Workplace What Signals Are You
Respect & Civility at Work any behaviors commonly ex- •Differences: Participating in intolerant hibited by employees can be Big Impacts from Small Stuff behavior or using language associated with detrimental to the well-being racial, sexual, age-related, or other human M he following are some common behaviors differences that offends or contributes to a and productivity of coworkers. A T often considered disrespectful. Do you hostile, offensive, or intimidating work en- lack of respect in the workplace, if practice any of them? Have you been on the vironment. left unchecked, will drag down mo- receiving end of some? You may notice some Interpersonal: Behaving in a way that rale, create higher turnover, and missing that you have experienced. Use the • list to help you consider your role in helping invalidates someone else’s successes; increase risks to the employer. Do maintain a respectful workplace. spreading rumors, or not correcting rumors; you contribute to a respectful work- •Communication: Interrupting others talking about someone behind his or her back or taking credit for someone else’s place? while they are speaking; cutting someone off work; criticizing a coworker’s character to before he or she has finished expressing a another worker who has not formulated a thought; neglecting to say please and thank firsthand opinion; labeling coworkers with What Signals Are You Sending? you; purposely avoiding an obvious moment personality or character traits you don’t to offer a compliment, to say good morning, espect is the regard or consideration we like; habitually using cynical language or Rhave for others in all aspects of what con- etc.; criticizing someone in front of peers; us- sarcasm; not sharing in the work. -
Conflict Resolution Strategies Used by Civilian Small Business Managers on Military Bases Tavarus James Dunbar Walden University
Walden University ScholarWorks Walden Dissertations and Doctoral Studies Walden Dissertations and Doctoral Studies Collection 2018 Conflict Resolution Strategies Used by Civilian Small Business Managers on Military Bases Tavarus James Dunbar Walden University Follow this and additional works at: https://scholarworks.waldenu.edu/dissertations Part of the Business Administration, Management, and Operations Commons, Management Sciences and Quantitative Methods Commons, and the Organizational Behavior and Theory Commons This Dissertation is brought to you for free and open access by the Walden Dissertations and Doctoral Studies Collection at ScholarWorks. It has been accepted for inclusion in Walden Dissertations and Doctoral Studies by an authorized administrator of ScholarWorks. For more information, please contact [email protected]. Walden University College of Management and Technology This is to certify that the doctoral study by Tavarus Dunbar has been found to be complete and satisfactory in all respects, and that any and all revisions required by the review committee have been made. Review Committee Dr. Kelly Chermack, Committee Chairperson, Doctor of Business Administration Faculty Dr. Patsy Kasen, Committee Member, Doctor of Business Administration Faculty Dr. Julia East, University Reviewer, Doctor of Business Administration Faculty Chief Academic Officer Eric Riedel, Ph.D. Walden University 2018 Abstract Conflict Resolution Strategies Used by Civilian Small Business Managers on Military Bases by Tavarus James Dunbar MBA, University of Phoenix, 2007 BS, University of Phoenix, 2005 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University April 2018 Abstract Unresolved conflict is responsible for at least 50% of resignations in the workplace, which negatively affects an organization’s reputation and profitability. -
Business Responsibility Report
Business Responsibility Report Business responsibility report Introduction Mindtree has historically approached business responsibility with an inward-looking approach; we are keen on bringing a significant change starting with the people aspect of our organization. Creating a responsible organizational culture is the first step towards accountability and we have put in considerable efforts and energy into it. This has led to a deeper impact on our responsibility towards our work, as we extend it to the outside world, the society and the whole ecosystem. This report demonstrates Mindtree's commitment to sustainability as a business imperative that helps clients and societies flourish. It is also an opportunity to constantly innovate and create meaningful engineering solutions to build a sustainable tomorrow. Scope This report gives an overview on the triple bottom line performance of the enterprise. It includes management of relevant risks and opportunities and adherence to the nine principles stated in the National Voluntary Guidelines (NVG) on Social Environmental and Economic (SEE) Responsibilities of Business, released by the Ministry of Corporate Affairs, Govt. of India. The FY 2014-15 report covers economic parameters across Mindtree's global locations and social and environmental parameters across Mindtree's offices in India (about 86.41% of our total workforce operates out of India-based locations). Exhaustive details about our sustainability policies and initiatives are illustrated in our second sustainability report for the year 2013-14 (http://www.mindtree.com/sustainability/mindtree- sustainability-report.pdf) The content is mapped to the corresponding NVG principles as depicted below: NVG Principles Sustainability Dimension 1 and 7 Corporate governance & advocacy 4 and 9 Stakeholder engagement 3 and 5 Workplace sustainability 2 and 6 Ecological sustainability 8 Inclusive growth Sustainability framework Our sustainability framework is our cognizant approach to institutionalize what has been implicit in our culture all along. -
National Training Survey 2014: Bullying and Undermining
National training survey 2014 bullying and undermining Each year, our national training survey asks doctors in training if they have experienced bullying or undermining in their workplace. This report describes how these issues are investigated and reported on, but also how these issues are dealt with locally by local education providers. n Our data suggest that the majority of training n Our challenge, and the challenge of deaneries, environments are supportive, but that bullying local education and training boards (LETBs) and undermining does happen. 8.0% of and local education providers (LEPs), is to respondents reported experiencing bullying demonstrate that we do take these issues (n=49,994) and 13.6% reported witnessing seriously and we do take action. This report is bullying (n=49,883). part of this. n However, evidence suggests there is a reluctance n Doctors in training report bullying and to speak out about bullying and undermining undermining to us in the survey, either by – both from fear of reprisals and from lack of answering multiple choice questions or writing a faith that anything will be done. Only 1.0% of free text comment. respondents made a free text comment to us about bullying and undermining (n=53,077).* n Case studies in this report give examples of how bullying and undermining issues have n Bullying and undermining has a serious impact been investigated and resolved. The report also on the quality of training and on patient describes how we make sure that issues reported safety. It should not be accepted as part of the to us are followed up. -
How the Science of Positive Psychology Will Revolutionize the Workplace
University of Pennsylvania ScholarlyCommons Master of Applied Positive Psychology (MAPP) Master of Applied Positive Psychology (MAPP) Capstone Projects Capstones 1-10-2010 Happy at Work: How the Science of Positive Psychology Will Revolutionize the Workplace Daniel S. Bowling III University of Pennsylvania, [email protected] Follow this and additional works at: https://repository.upenn.edu/mapp_capstone Part of the Business Administration, Management, and Operations Commons, Human Resources Management Commons, Law and Society Commons, Legal Education Commons, and the Organizational Behavior and Theory Commons Bowling III, Daniel S., "Happy at Work: How the Science of Positive Psychology Will Revolutionize the Workplace" (2010). Master of Applied Positive Psychology (MAPP) Capstone Projects. 17. https://repository.upenn.edu/mapp_capstone/17 This paper is posted at ScholarlyCommons. https://repository.upenn.edu/mapp_capstone/17 For more information, please contact [email protected]. Happy at Work: How the Science of Positive Psychology Will Revolutionize the Workplace Abstract This capstone is a draft of a proposed book on positive psychology in the workplace, aimed at a popular audience. It contains a detailed table of contents and reference sources, as well as several complete or partially- complete chapters. It also includes an extended section on lawyers that will form the basis of a separate academic article. The book’s working title is Happy at Work: How the Science of Positive Psychology will Revolutionize the Workplace. Its thesis is that most modern human resources practices are misguided with an overreliance on process and metrics. Humans are treated as capital, and firms focus on their failings and weaknesses rather than their strengths. -
A Reading Guide for by Jerry Colonna
A READING GUIDE FOR Reboot BY JERRY COLONNA #ARTOFGROWINGUP | WWW.REBOOTBYJERRY.COM Reboot A READER'S GUIDE "A well-asked question creates a sense of well-being even as it disrupts the story making that has protected us for so long." - Jerry Colonna 1. How did my relationship with money first get formed and how does it influence the way I work as an adult? What was the belief system around money and work that I grew up with? (Chapter One) 2. How can I lead with the dignity, courage, and grace that are my birthright? How can I use even the loss of status and the challenge to my self-esteem that are inherent in leadership to grow into the adult I want to be in the world? (Chapter Two) 3. In what ways have I depleted myself, run myself into the ground? Where am I running from and where to? Why have I allowed myself to be so exhausted? (Chapter Three) 4. Who is the person I've been all my life? What can that person teach me about becoming the leader I want to be? What is the story my family told about being real. being vulnerable, and being true? (Chapter Four) 5. Why do I struggle so much with the folks in my life? Why are relationships so difficult? What am I not saying to my co-founder, my colleagues, my family members, my life partner that needs to be said? (Chapter Five) 6. What's my purpose? Why does it feel like I'm lost while I struggle to move forward? How do I grow, transform, and find meaning? (Chapter Six) 7. -
Personality Effects
10.1177/1046496404268538SMALLHalfhill et GROUP al. / GROUP RESEARCH PERSON / FebruaryALITY COMPOSITION 2005 GROUP PERSONALITY COMPOSITION AND GROUP EFFECTIVENESS An Integrative Review of Empirical Research TERRY HALFHILL Pennsylvania State University ERIC SUNDSTROM University of Tennessee JESSICA LAHNER WILMA CALDERONE University of North Texas TJAI M. NIELSEN The George Washington University This review examines relationships between group personality composition (GPC) and group effectiveness, focusing on four questions: (a) How have researchers operationalized GPC? (b) What criteria have been used as measures of group effectiveness? (c) Is GPC related to group effectiveness? (d) Under what conditions is GPC associated with group effectiveness? A review of 31 studies yielding 334 unique relationships distinguished task and relationship predictors and criteria. Findings indicate operational definitions of GPC are varied, variance scores correlate negatively with group effectiveness, and minimum scores predict as well as mean scores. GPC is related to group effectiveness, and the effect is stronger in field studies than lab studies. Implications are discussed. Keywords: group personality composition; personality; work teams; work groups Several events in the past 20 years have led to a resurgence of interest in the personality composition of work teams. First, per- sonality has increasingly been found to be a valid predictor of per- formance (Hogan, Hogan, & Roberts, 1996), in part, because of the SMALL GROUP RESEARCH, Vol. 36 No. 1, February 2005 83-105 DOI: 10.1177/1046496404268538 © 2005 Sage Publications 83 84 SMALL GROUP RESEARCH / February 2005 influence of the Big Five model of personality (Costa & McCrae, 1988; Digman, 1990). Second, research on groups has increased (Moreland, Hogg, & Haines, 1994; Neilsen, Sundstrom, & Halfhill, in press; Sanna & Parks, 1997; Sundstrom, McIntyre, Halfhill, & Richards, 2000).