Contemporary Management: Second Canadian Edition

Ashkanasy, N. M., and Daus, C. S. (2002). Feeling in the work environment: The new test for administrators. Foundation of Management Executive, 16(1), 76-86.

Kessler, E. H. (Ed.) (2013). Encyclopedia of management theory (Vols. 1-2). Thousand Oaks, CA: SAGE Publications Ltd. doi: 10.4135/9781452276090

Note: Final Sign Off can only be done when the student has completed both theory and practical components of the unit. (Please attach evidence of theory and practical at the back of the coversheet)

Robbins, S. P., & Coulter, M. (2012). Management (11th ed.). Upper Saddle River, NJ: Prentice

Essentially corporations are treating human emotion as if it were something that can be corrected by regular exercise. Consequently, corporations have their managers be more friend-like to the employees to increase morale, and monitor employee emotion. Although friendly management began with good intent, it extends the corporation’s reach into the employees’ personal lives. With managers as friends the employee is not able to fully detach from emotions associated with work. The only way to avoid a manager that is a friend is to call in sick; this is also one way to resist the control of the corporation (paragraph 22). Both authors agree that emotions generated by an employees’ job blend into their personal lives over time due to the control the company has over its employees. Davies contends that the emotional control stems from overly friendly management, and Hochschild believes the control stems from regulation of certain emotions while on the job. Either view leads to the realization that corporations have exerted an inescapable control on their employees’

Ashkanasy, N. M., Zerbe, W. J., & Härtel, C. E. (2002). Managing emotions in the workplace. ME Sharpe. Retrieved March 21, 2017 from https://books.google.com.ph/books?hl=en&lr=&id=nUiRnxzD68UC&oi=fnd&pg=PR11&dq=N.+M.+Ashkanasy,+C.+E.+J.+Hartel,+and+W.+J.+Zerbe+(eds.),+Emotions+in+the+Workplace:+Research+Theory+and+Practice+(&ots=S-KCim_1_h&sig=4JpsB9u67hD6nObcHRAD_F5t2hE&redir_esc=y#v=onePage&q=N.%20M.%20Ashkanasy%2C%20C.%20E.%20J.%20Hartel%2C%20and%20W.%20J.%20Zerbe%20(eds.)%2C%20Emotions%20in%20the%20Workplace%3A%20Research%20Theory%20and%20Practice%20(&f=false

“One great opportunity for target would be to start a club card kind of like what grocery

Yakima Washington, Birmingham Alabama, Wilmington North Carolina, Escondido California, Las Cruces New Mexico, Deltona Florida, South Gate California, Dallas Texas, Richmond California, Silver Spring Maryland, Chattanooga Tennessee and West Palm Beach Florida.

Seong, Jee Young; Kristof-Brown, Amy L.; Park, Won-Woo; Hong, Doo-Seung; Shin, Yuhyung; Journal of Management, Vol 41(4), May, 2015 pp. 1184-1213. Publisher: Sage Publications; [Journal Article], Database: PsycINFO

On behalf of the recipients and I, here at Chicago Theological Seminary. This letter is with intent to represent gratitude from my heart to express how truly blessed I am because of your scholarship donations.

Kessler, E. H. (Ed.) (2013). Encyclopedia of management theory (Vols. 1-2). Thousand Oaks, CA: SAGE Publications Ltd. doi: 10.4135/9781452276090

Bergman, R. Coulter, M. Robbins, S., & Stagg, I. (2012). Management 6 (pp. 86-91). New South Wales: Pearson.

Sociotechnical Systems Theory, Quantitative Management, Organizational Behavior, and Systems Theory are The Four Contemporary Approaches to Management.

Schermerhorn, J. R., & Bachrach, D. G. (2015). Exploring Management. (5th ed.). Hoboken, NJ: John Wiley & Sons, Inc., p.

Peter Spurgeon and Robert Cragg (2007) contend the current attention paid to the importance of leadership has diminished the value and contribution of management. The discussion concerning leadership and management, at the most extreme, is inclined to portray leadership as 'good' and management as 'bad'. These constraints are rooted in the proposition that people do not want to be managed, with its connotations of bureaucracy and control, but are happy to follow a leader toward a vision. At the core of this perception is the belief that leaders are concerned with the future and with the people in the system, while managers are focused upon greater efficiency and immediate results.