Using a case study as its starting point, this guide examines the patterns of oppression built into organizations and institutions. Such systems of discrimination and oppression originate not with individuals within the institution, but rather the dynamics within the institutions themselves. Attention is given to the tactics employed to achieve equality and overcome oppressive attitudes in the workplace. According to this analysis, the true test of an institution's intentions is whether its policies achieve only token change or transform its deeper structure.
In this distinctive and valuable contribution to understanding organisational change, different levels and types of analysis are drawn on and connected. This is achieved through an exploration of the conditions, processes and outcomes of change in the field of UK financial services.
Becoming an Ally is a book for men who want to end sexism, white people who want to end racism, straight people who want to end heterosexism, able-bodied people who want to end ableism — for all people who recognize their privilege and want to move toward a more just world by learning to act as allies. Has oppression always been with us, just part of “human nature”? What does individual healing have to do with social justice? What does social justice have to do with individual healing? Why do members of the same oppressed group fight one another, sometimes more viciously than they fight their oppressors? Why do some who experience oppression develop a life-long commitment to fighting oppression, while others turn around and oppress those with less power? In this accessible and enlightening book, now in its third edition, Anne Bishop examines history, economic and political structures, and individual psychology in a search for the origins of racism, sexism, heterosexism, ableism, ageism and all the other forms of oppression that divide us. Becoming an Ally looks for paths to justice and lays out guidelines for becoming allies of oppressed peoples when we are in the privileged role. A new chapter in this third edition offers a greatly expanded discussion of effective approaches to educating allies, which is meant for teachers of adults, particularly those who teach about diversity, equity and anti-oppression. In this chapter, Bishop examines the ways in which Western culture prevents us from recognizing our roles as members of privileged groups and explores how to challenge this with participatory exercises and group discussion.
This guide shows readers how to transform a traditional organization into an evolutionary one with a framework and mindset that offer a new way of leading and approaching change. Now more than ever, society is demanding change, and organizations are being asked to shift into more conscious and agile business practices. Yet, most of what people believe about leadership, effective workplaces, and how to create lasting change is either incomplete or outright incorrect. And even if the desire to change is there, understanding of how to achieve it is elusive. This book holds the key. It introduces the Shift Evolutionary Leadership Framework (SELF), which helps leaders create the understanding and application needed to evolve high performance. At the core of the book are dozens of business patterns that cut across seven dimensions of organizational functioning. The traps of traditional organizations are contrasted with the high-performance practices of evolutionary organizations. Authors Michael Sahota and Audree Tata Sahota explain the steps of leading beyond change—evolving beyond servant leadership to make the inner shift needed to unlock the practical skills and techniques. Whether readers call this shift business agility, Teal Agility, evolutionary, or the future of work, it is possible to create high-performing organizations filled with energized people who are able to surf the waves of change.
Marcia B. Cohen and Cheryl A. Hyde's book, Empowering Workers and Clients for Organizational Change, prepares students to successfully engage in organizational change practice. The editors focus on "low power actors"-students, line staff, volunteers, clients, social workers-who can utilize their experience and knowledge gained from client and community interaction to initiate broad scale change. These workers are often the most informed about the clients' needs and are well positioned to collaborate with clients, constituents, supervisors, and managers in ways that can empower everyone. The contributing authors provide extensive case examples of real-life organizational change instituted by low-power actors that demonstrate the theories discussed throughout the book. They then go on to discuss strategies to assess the structural characteristics of agencies, organizational culture, and empowerment. This book also covers present force field analysis as an assessment framework to help promote change within human service agencies at the client service level.
The design, function, and challenges of online telerobotic systems. Remote-controlled robots were first developed in the 1940s to handle radioactive materials. Trained experts now use them to explore deep in sea and space, to defuse bombs, and to clean up hazardous spills. Today robots can be controlled by anyone on the Internet. Such robots include cameras that not only allow us to look, but also go beyond Webcams: they enable us to control the telerobots' movements and actions. This book summarizes the state of the art in Internet telerobots. It includes robots that navigate undersea, drive on Mars, visit museums, float in blimps, handle protein crystals, paint pictures, and hold human hands. The book describes eighteen systems, showing how they were designed, how they function online, and the engineering challenges they meet.
Despite the plethora of books on change, there appears is a notable gap in the field; rarely is the authentic and candid voice of change practitioners heard. Seldom are those most closely involved in the management of change given (or seek) the opportunity to write about their personal experiences and reflexiveness. Nor is this just a case of practicing managers not being given a voice, or feeling that they cannot be frank and open about what they do. How often do academics candidly state what they actually do when they are faced with managing change in their own institutions or when they are called on in a consultancy capacity? Similarly, it is rare for full-time consultants to be candid about what it is they actually do: instead they tend to have a well-honed sales pitch which lays out a logical change process directed at helping the client to achieve success. Yet, when academics, consultants and practicing managers are prepared to speak candidly about what they really do, a richer, messier but more illuminating picture of change emerges. The aim of Perspectives on Change is to move beyond the ‘do as I say’ approach of most change books and to encourage academics, consultants and managers to say candidly what it is they really do and what they really think about change and how it should be managed. The Editors of this book, Burnes and Randall, have over 60 years of experience between them of studying and teaching change management, acting as consultants and actually managing change projects. They are, therefore, well aware of the differences and contradictions between what academics, consultants and managers say about change in public and what they say in private and do in practice. Perspectives on Change will offer students and practitioners of change a unique opportunity to understand change in practice. In addition, it will also contribute to the Rigour-Relevance debate by giving a different and perhaps more realistic perspective on the nature of the gap between theory and practice.
White privilege damages and distorts societies around the world, not just in the United States. This book exposes its pervasive global reach and creates a new space for discourse on worldwide racial equality. As Chandran Nair shows in this uncompromising new book, a belief in the innate superiority of White people and Western culture, once the driving force behind imperialism, is now woven into the very fabric of globalization. It is so insidious that, as Nair points out, even many non-White people have internalized it, judging themselves by an alien standard. It has no rival in terms of longevity, global reach, harm done, and continuing subversion of other cultures and societies. Nair takes a comprehensive look at the destructive influence of global White privilege. He examines its impact on geopolitics, the reframing of world history, and international business practices. In the soft-power spheres of White privilege—entertainment, the news media, sports, and fashion—he offers example after example of how White cultural products remain the aspirational standard. Even environmentalism has been corrupted, dominated by a White savior mentality whereby technologies and practices built in the West will save the supposedly underdeveloped, poorly governed, and polluted non-Western world. For all these areas, Nair gives specific suggestions for breaking the power of White privilege. It must be dismantled—not just because it is an injustice but also because we will be creating a post-Western world that has less conflict, is more united, and is better able to respond to the existential challenges facing all of us.
Gen Z. Workplace Spirituality. Talent Acquisition. Remote Working. Leadership. Artificial Intelligence. Career Management This book is a ready reckoner for theoretical and practical guidance on the above-mentioned topics and many more. It aims to give a holistic perspective on issues surrounding the current and incoming era characterized by changing workforce demographics, hybrid working, technological upgradation, the interplay between each of these variables and the challenges involved. A wonderful combination of experience sharing, best practices, and theoretical framework; this book is a must have for anyone wanting to deeply understand the nuances of the changing times.
