DSpace Collection:
http://hdl.handle.net/20.500.12323/6382
2023-02-20T09:23:24ZFundamentals of Business
http://hdl.handle.net/20.500.12323/6385
Title: Fundamentals of Business
Authors: Roff, Ron
Abstract: Fundamentals of Business, fourth edition (2023) is an open education resource intended to serve as a no-cost, faculty-customizable primary text for one-semester undergraduate introductory business courses. It covers the following topics in business: Teamwork; economics; ethics; entrepreneurship; business ownership, management, and leadership; organizational structures and operations management; human resources and motivating employees; managing in labor union contexts; marketing and pricing strategy; hospitality and tourism, accounting and finance, personal finances, and technology in business.2023-01-01T00:00:00ZConflict Management
http://hdl.handle.net/20.500.12323/6384
Title: Conflict Management
Authors: Westmaas, Laura
Abstract: Many students reading the book will have previously taken Communication Psychology
and will have read the companion OER, Psychology, Communication and the Canadian Workplace. If
you did not take: Communication Psychology, you may find it helpful to look at this
resource for a general introduction to many of the topics that we will be discussing in this book.
The course learning objectives for this course are as follows:
1. Identify factors that contribute to conflict in the workplace.
2. Name factors that lead to positive professional identity and productive group dynamics.
3. Describe different conflict styles.
4. Discuss their own interpersonal competencies and areas in need of improvement regarding
conflict management in the workplace.
5. Evaluate the strengths and weaknesses of conflict management styles and strategies.
6. Analyze hypothetical/case study conflict scenarios for the workplace.
7. Implement strategies to manage/resolve conflict in the workplace.
8. Analyze workplace conflict prevention and management policies.
These learning objectives were formed in consultation with local employers and stakeholders in
London, ON. Employers indicated that it was desirable for graduates entering the workforce to have
more explicit training in conflict management. While employees do not usually need to be trained
negotiators or legal experts, it is helpful for students to have the skills and knowledge to navigate both
the mundane occurrences of conflict in the workplace (e.g., the coworker with a difficult personality)
and more serious incidences of conflict at work (e.g., bullying, harassment, and violence). We will learn a
bit about federal and provincial legislation, organizational policies and the formal conflict process.
However, the focus will be on the individual, and how each one of us can play a role in making the
workplace a safe and functional environment.
Throughout the book, you will be encouraged to engage in critical self-assessment and case studies.
These exercises will provide you with the opportunity to assess potential conflict situations, recognize
your emotions, communicate assertively, and manage conflict with integrity and professionalism2022-01-01T00:00:00ZPrinciples of Leadership & Management
http://hdl.handle.net/20.500.12323/6383
Title: Principles of Leadership & Management
Authors: Radke, Laura
Abstract: This textbook is an open educational resource (OER) that represents just one stage of many journeys begun by others. Building on what earlier writers have compiled, predominantly on management, the book expands its focus to leadership principles with additional material on gender, diversity, inclusion, and Indigenous leadership. It also includes a Canadian perspective. There are case studies to help provide real world knowledge and the development of critical thinking and problem solving capabilities, as well as exercises, assignments and reflection for students to analyze and expand their own leadership skills. The text is directed toward students studying leadership from the viewpoint of multiple disciplines. Like the study and development of leadership itself, it is not yet complete, nor is it likely to ever be. The words of education expert Amy Collier apply well to the path of leadership and to this text: “Not-yetness is not satisfying every condition, not fully understanding something, not check-listing everything, not tidying everything, not trying to solve every problem…but creating space for emergence to take us to new and unpredictable places, to help us better understand the problems we are trying to solve” (Collier, A., 2015, para. 3).
There is great debate on the difference between leaders and managers. Beginning in Chapter 2, you will begin to see the terms leader and manager intermingled throughout the text. For some, this may be an affront to leadership (or management) principles, but the fact remains that good managers are leaders. Read more to support this concept by professor and researcher Henry Mintzberg. This text has been created for a course called Managing Leaders and Leadership in graduate certificate programs at Fanshawe College, and the content is geared not only toward students who are or will become formal leaders (with titles bestowed by an organization), but to those readers who may never fill an official leadership role. We all show regular everyday leadership as we go about our day-to-day lives of working, socializing, parenting, etc. – whether we are aware of it or not. The text addresses myriad leadership concepts to empower the emergence of your own personal leadership, and to assist you in allowing others to do the same. I wish you well as your authentic leadership emerges, and as you enable that emergence in others. May you find joy in the journey – both personally and professionally.2022-01-01T00:00:00Z