This course is designed for students particularly concerned with the practical problems of operating in large formal organizations, either from an operational or a research perspective. It will focus, as the title suggests, upon different forms of economic organizations and institutions in advanced and developing industrial societies and the theories (and theoretical perspectives) which might help us to understand them.

This module defines basic concepts related to the ethics of data use, compares the ethics of using clinical and research data, and reviews key ethical guidelines and regulations. The module explains why U.S. regulations are relevant for data managers outside the U.S. The module outlines how key ethics concepts affect data retention, sharing, security, ownership, and analysis as well as publication of research results.

This paper serves as an exploration into some of the ways in which organizations can promote, capture, share, and manage the valuable knowledge of their employees. The problem is that employees typically do not share valuable information, skills, or expertise with other employees or with the entire organization. The author uses research as well as her graduate studies in the field of Human Resource Development (HRD) and professional career experiences as an instructor and training and development consultant to make a correlation between the informal workplace learning experiences that exist in the workplace and the need to promote, capture, and support them so they can be shared throughout the organization. This process, referred to as knowledge sharing, is the exchange of information, skills, or expertise among employees of an organization that forms a valuable intangible asset and is dependent upon an organization culture that includes knowledge sharing, especially the sharing of the knowledge and skills that are acquired through informal workplace learning; performance support to promote informal workplace learning; and knowledge management to transform valuable informal workplace learning into knowledge that is promoted, captured, and shared throughout the organization.

An organization’s culture includes the assumptions, symbols, organizational beliefs, routines, and shared language that influence how people behave and make sense of their experiences within the organization. The culture of an organization is linked to all facets of the people, processes, and technology that make up a functioning organization. Training and development is an important tool and helps to define organizational culture. The organizational knowledge base serves as a foundational resource for the entire training strategy as it allows the organization to be adaptable, responsive, and in alignment with the core values and mission. Knowledge creation enables the organization to refine and develop new content as well as find better, more effective ways to do tasks. Knowledge sharing refers to the social interactions between key stakeholders that allow for the transactional and transformation exchange of organizational experiences, implicit and explicit knowledge, thoughts, and suggestions. Knowledge storage enhances organizational memory and promotes access to and use of information for decision making. Learning and finding appropriate ways to use knowledge within our organizational roles for different activities and problem-solving situations is one of the primary goals of training and development areas. How we choose to train and develop team members will be heavily influenced by the organizational culture. Consider the following example.

This resource is a video abstract of a research paper created by Research Square on behalf of its authors. It provides a synopsis that's easy to understand, and can be used to introduce the topics it covers to students, researchers, and the general public. The video's transcript is also provided in full, with a portion provided below for preview:

"Employees can be a fountain of idesas on how an organization is run. Yet sometimes, they might feel compelled to keep quiet, fearing conflict or controversy. This so-called “defensive silence” can damage both performance and employee morale. While the source of this fear can vary, new research links defensive silence to repeated structural reform within an organization. Among the most devastating examples of employee silence is the Space Shuttle Columbia disaster of 2003. The cause—a flying piece of insulating foam on takeoff— was long known to NASA engineers as a possible risk. But to avoid disputes, they withheld their concerns from management, who assumed that mission safety was ensured. Research on the origins of defensive silence is still emerging. There is, however, reason to believe that structural reforms could play a role. These shifts in organizational boundaries, tasks, or position can help public organizations adapt to a dynamic environment..."

The rest of the transcript, along with a link to the research itself, is available on the resource itself.

Managing Change in Healthcare Implementations: an Introduction was created for managers preparing to implement health information and communication technology (HICT) systems in their organizations€hospitals, clinics, or government departments. The module presents a framework for understanding how HICT implementations affect organizations and individual workers and shares basic information on how to manage change to an organization so as to promote a positive outcome, and how to avoid the pitfalls that occur.

Psychology is designed to meet scope and sequence requirements for the single-semester introduction to psychology course. The book offers a comprehensive treatment of core concepts, grounded in both classic studies and current and emerging research. The text also includes coverage of the DSM-5 in examinations of psychological disorders. Psychology incorporates discussions that reflect the diversity within the discipline, as well as the diversity of cultures and communities across the globe.Senior Contributing AuthorsRose M. Spielman, Formerly of Quinnipiac UniversityContributing AuthorsKathryn Dumper, Bainbridge State CollegeWilliam Jenkins, Mercer UniversityArlene Lacombe, Saint Joseph's UniversityMarilyn Lovett, Livingstone CollegeMarion Perlmutter, University of Michigan

By the end of this section, you will be able to:Define organizational psychologyExplain the measurement and determinants of job satisfactionDescribe key elements of management and leadershipExplain the significance of organizational culture

This single instrumental qualitative case study explores and thickly describes job performance outcomes based upon the manner in which self-directed learning activities of a purposefully selected sample of 3 construction managers are conducted, mediated by the use of Web 2.0 technology. The data collected revealed that construction managers are concerned with the performance expected of them, in addition to how well they perform their work-related activities (orientation to learning), indicating that organizations should provide guidelines on the use and expected outcomes of self-directed learning in addition to providing the tools, resources, and time (environmental factors) to match performance needs; construction managers feel that work-related activities expected of them, how well the work-related activities are performed, and consequences for poor performance at work are determining factors in selecting Web 2.0 technologies; while construction managers understand the need for rules restricting the use of Web 2.0 technologies in performing their jobs, they feel these rules do hinder their performance because access to specific information they need to answer a question, solve a problem, or research to learn something new is sometimes restricted; and successful performance outcomes are determined by compliance to expected performance behaviors of others, such as answering a question or solving a problem an architect or superintendent have presented, as well as expectations construction managers have set for themselves. The following are appended: (1) Call for Participation--Web 2.0 Technology Project; (2) Informed Consent Letter and Form/Template; (3) Semistructured Interview Guide; and (4) Permission to Conduct Research Study.