Responsible Management of Shifts in Work Modes - Values for Post Pandemic Sustainability, Volume 2:
Responsible Management of Shifts in Work Modes - Values for Post Pandemic Sustainability, Volume 2explores ethical leadership, people management, resilience, and the management of consequences for business and healthcare systems
Gespeichert in:
| Beteilige Person: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | Englisch |
| Veröffentlicht: |
Bingley
Emerald Publishing Limited
2023
|
| Ausgabe: | 1st ed |
| Schlagwörter: | |
| Links: | https://ebookcentral.proquest.com/lib/hwr/detail.action?docID=7174803 |
| Zusammenfassung: | Responsible Management of Shifts in Work Modes - Values for Post Pandemic Sustainability, Volume 2explores ethical leadership, people management, resilience, and the management of consequences for business and healthcare systems |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Umfang: | 1 Online-Ressource (221 Seiten) |
| ISBN: | 9781802627237 |
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| 505 | 8 | |a Intro -- Half Title Page -- Title Page -- Copyright Page -- Dedication -- Contents -- List of Figures and Tables -- About the Contributors -- Foreword -- Chapter 1: Responsible Leadership for the New Normal: Ensuring Fairness in Business and Health -- Introduction -- The Book's Chapters -- Handling Stakeholder Fairness Tensions - Interspersed with Narrated Experiences -- Employees -- Customers -- Society -- Environment -- Shareholders -- Creditors -- A Synopsis of the Healthcare System in Non-Pandemic Times -- Health-Business Intersections During a Pandemic -- Leading the Way -- Conclusion -- Bibliography -- Part 1-Leading the Way -- Chapter 2: Ethical Leadership in Time of Crises: Implications for Small Business Leaders -- Introduction -- Review of Literature -- Ethical Leadership -- Theoretical Underpinning -- Theoretical Implications -- Managerial Implications for Ethical Leadership During Crisis -- Conclusions -- Limitations and Future Research -- References -- Chapter 3: New Normal and Old Wisdom: Converging CEO and Academic Perspectives for Responsible Management Education and Leadership -- Introduction -- Methodology -- Distilling Wisdom From the Perspectives of Arianna Huffington -- The 2014 Interview -- Arianna's Reflections on the 'New Normal' -- Critiques and Opportunity for Business Schools -- Business Schools Can Lead in the Integration of Sustainability in Their Purpose and Practice -- Relevance of the Spiritual Dimension its Significance to Business Schools and Organisations -- Proposing a Holistic View in Comparison With a Traditional View of Business Education -- Conclusion -- References -- Chapter 4: Corporate Governance in a Post-pandemic World -- 1. Introduction -- 2. Understanding Corporate Governance -- 3. Elements of Corporate Governance -- a. Ownership: -- b. Board Oversight: -- c. Stakeholder Management: | |
| 505 | 8 | |a d. Management Alignment: -- e. Disclosure and Transparency: -- f. Risk Management: -- 4. Understanding an Organisation's Stakeholders -- a. Shareholders (Investors): -- b. Directors: -- c. Employees: -- d. Clients: -- e. Suppliers: -- f. The Community: -- g. The Government: -- 5. Differentiating Governance and Management -- 6. The Benefits of Good Governance Practices -- 7. Corporate Governance Lessons from the Pandemic -- a. Innovation Strategy: -- b. Employee Engagement: -- c. Supply Chain Management: -- Obstacles to Adopting Governance Practices -- d. Box-ticking: -- e. Imbalance in Stakeholder Interest Management: -- f. Significant Time and Resource Commitment: -- g. A Pervasive Culture Focused on the Outcome, Not the Process -- h. Inability to Connect Governance to the Bottom-line: -- i. Key Man Risk: -- 8. Corporate Governance as a Resilience-Building Tool for Future-Ready Businesses -- 9.1 Elements of Business Resilience -- a. Institutional Resilience: -- b. Technology Resilience: -- c. Financial Resilience: -- d. Organisational Resilience: -- e. Reputational Resilience: -- f. Operational Resilience: -- 9. Recommendations for Stronger Governance -- b. Stronger Communication Methods: -- c. Prioritising Business Continuity: -- d. Leveraging Technology: -- 10. Conclusion -- References -- Chapter 5: People Management in Fluid Workspaces: Transplanting Corporate Values and Ethical Culture -- Introduction -- Understanding Culture and Its Impact -- Definition of Culture -- The Culture Operating System -- Leading With the Vision -- Defining Values and Behaviours -- Developing a Solid People Program -- Immersive Culture Programs -- Managing Culture -- 2. Review People's Performance and on Core Values Too -- 3. Quarterly State of the Company Review -- 4. Use the Organisation's Fundamentals as a Correctional Tool | |
| 505 | 8 | |a 5. Orientation/Integration or Immersion -- Practices for Virtual Teams -- Conclusion -- References -- Chapter 6: Responsible Management in Covid Pandemic Times: The Case of James Cubitt Facility Managers -- Introduction -- Challenges During and Post Covid-19 -- Principled Entrepreneurship -- Entrepreneurial Skills -- Clear Organisational Structure -- Strong Organisational Culture -- Effective Communication -- Conclusion -- Chapter Summary -- References -- Part 2-Leading the Way While Staying Strong -- Chapter 7: Triaging and Managing Covid - Inequities and Ethical Decision‐Making -- Introduction -- Deconstructing Ethical Principles of Triaging -- Early Experiences of Covid‐19 Public Health Response -- Covid‐19 Triage Guidelines -- Prioritising HCWs with Covid‐19 -- Support for Triage Staff -- Governance Mechanisms for Triaging -- Recommendations -- Conclusion -- References -- Chapter 8: An Intersectional Analysis of Health Inequalities and Vulnerabilities During the Covid-19 Pandemic -- 1. Introduction -- 2. Intersectional Approach -- 3. An Intersectional Analysis Concerning COVID-19 Pandemic -- 4. Recommendation -- 5. Conclusions -- References -- Chapter 9: Ensuring the Health and Safety of Employees at the Risk of Intimate Partner Violence While Working from Home: New Insights Gained During the Covid-19 Pandemic -- Introduction -- Working at Home and the Risk of Exposure to IPV -- Existing Guidelines for Addressing IPV in Workplaces and Their Application in Work from Home Instances -- IPV Must Be Acknowledged as an Area of Responsibility with Clearly Defined Policies and Strategies Put in Place -- Team and Collaborative Approach Are Necessary Components for Identifying and Responding to IPV -- Information and Training -- Conclusion -- References | |
| 505 | 8 | |a Chapter 10: Unpacking Opportunities and Challenges for Responsible Healthcare: Nigeria's Covid-19 Experience -- Introduction -- Healthcare Indicators, System Constraints and Responses -- Theoretical Framework -- Healthcare Governance, Structure and Delivery in Nigeria -- The Demand and Supply of Healthcare Services in Nigeria -- Impacts of Covid-19 on the Pillars of Healthcare Service Delivery in Nigeria -- Pre-Covid-19 Healthcare Funding in Nigeria -- The Impact of Covid-19 on Healthcare Service Delivery in Nigeria -- Positive Impacts of Covid-19 on the Nigerian Healthcare Sector -- Strategy to Recover the Nigerian Healthcare Sector -- Conclusion -- Recommendation -- References -- Chapter 11: Community Health Structures and the Covid-19 Response in Low-Resource Settings: The that Case of Village Health Teams -- Introduction -- Complex Adaptive Systems Theory and Health Care Delivery -- VHTs and Healthcare Intervention -- Policy Framework for Community Health Care in Uganda -- Services of CHWs/VHTs in Covid-19 Intervention -- Methodology -- Data Collection -- Data Management and Analysis -- Inductive Data Analysis -- Ethical Considerations -- Findings -- Discussion -- VHTs and Information Provision -- Challenges Encountered in VHT Line of Duty -- Factors That Help to Drive the Commitment Levels of the VHT Volunteers Despite Material and Financial Constraints -- Conclusion -- Practical, Theoretical and Policy Implications -- References -- Chapter 12: The Covid-19 Pandemic and the Future of Work: Developing Resilient People and Upskilling -- Introduction -- The Nature of Work and the Challenges of Covid-19 Pandemic -- The Future of Work, and Emerging Work Models -- Work, Workforce and Workspace and Employees' Efficiency -- Empowering Employees for Productivity and Growth for Future Opportunities -- Delegation and Building Trust | |
| 505 | 8 | |a Building Resilience for the Future of Work -- Upskilling Workforce of the Future -- Conclusion -- References -- Chapter 13: The Business of Health and the Health of Business: Principles and Virtues Post Pandemic -- Introduction -- Medical Ethics Now and for the Future -- Challenges to Ethics in Pandemic Times - Insights from and Beyond the Chapters -- The Importance of Responsible Management of New Work Modes -- The Need to Reassess Values -- New Challenges, Especially for Women -- Implications of Remote Working, Lockdowns and other Pandemic Experiences -- Virtues for Businesses and Health Organisations -- Conclusion: Values Activated into Virtues Make Responsible Leaders -- Bibliography -- Index | |
| 520 | |a Responsible Management of Shifts in Work Modes - Values for Post Pandemic Sustainability, Volume 2explores ethical leadership, people management, resilience, and the management of consequences for business and healthcare systems | ||
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Datensatz im Suchindex
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| author | Ogunyemi, Kemi |
| author_facet | Ogunyemi, Kemi |
| author_role | aut |
| author_sort | Ogunyemi, Kemi |
| author_variant | k o ko |
| building | Verbundindex |
| bvnumber | BV049874464 |
| collection | ZDB-30-PQE |
| contents | Intro -- Half Title Page -- Title Page -- Copyright Page -- Dedication -- Contents -- List of Figures and Tables -- About the Contributors -- Foreword -- Chapter 1: Responsible Leadership for the New Normal: Ensuring Fairness in Business and Health -- Introduction -- The Book's Chapters -- Handling Stakeholder Fairness Tensions - Interspersed with Narrated Experiences -- Employees -- Customers -- Society -- Environment -- Shareholders -- Creditors -- A Synopsis of the Healthcare System in Non-Pandemic Times -- Health-Business Intersections During a Pandemic -- Leading the Way -- Conclusion -- Bibliography -- Part 1-Leading the Way -- Chapter 2: Ethical Leadership in Time of Crises: Implications for Small Business Leaders -- Introduction -- Review of Literature -- Ethical Leadership -- Theoretical Underpinning -- Theoretical Implications -- Managerial Implications for Ethical Leadership During Crisis -- Conclusions -- Limitations and Future Research -- References -- Chapter 3: New Normal and Old Wisdom: Converging CEO and Academic Perspectives for Responsible Management Education and Leadership -- Introduction -- Methodology -- Distilling Wisdom From the Perspectives of Arianna Huffington -- The 2014 Interview -- Arianna's Reflections on the 'New Normal' -- Critiques and Opportunity for Business Schools -- Business Schools Can Lead in the Integration of Sustainability in Their Purpose and Practice -- Relevance of the Spiritual Dimension its Significance to Business Schools and Organisations -- Proposing a Holistic View in Comparison With a Traditional View of Business Education -- Conclusion -- References -- Chapter 4: Corporate Governance in a Post-pandemic World -- 1. Introduction -- 2. Understanding Corporate Governance -- 3. Elements of Corporate Governance -- a. Ownership: -- b. Board Oversight: -- c. Stakeholder Management: d. Management Alignment: -- e. Disclosure and Transparency: -- f. Risk Management: -- 4. Understanding an Organisation's Stakeholders -- a. Shareholders (Investors): -- b. Directors: -- c. Employees: -- d. Clients: -- e. Suppliers: -- f. The Community: -- g. The Government: -- 5. Differentiating Governance and Management -- 6. The Benefits of Good Governance Practices -- 7. Corporate Governance Lessons from the Pandemic -- a. Innovation Strategy: -- b. Employee Engagement: -- c. Supply Chain Management: -- Obstacles to Adopting Governance Practices -- d. Box-ticking: -- e. Imbalance in Stakeholder Interest Management: -- f. Significant Time and Resource Commitment: -- g. A Pervasive Culture Focused on the Outcome, Not the Process -- h. Inability to Connect Governance to the Bottom-line: -- i. Key Man Risk: -- 8. Corporate Governance as a Resilience-Building Tool for Future-Ready Businesses -- 9.1 Elements of Business Resilience -- a. Institutional Resilience: -- b. Technology Resilience: -- c. Financial Resilience: -- d. Organisational Resilience: -- e. Reputational Resilience: -- f. Operational Resilience: -- 9. Recommendations for Stronger Governance -- b. Stronger Communication Methods: -- c. Prioritising Business Continuity: -- d. Leveraging Technology: -- 10. Conclusion -- References -- Chapter 5: People Management in Fluid Workspaces: Transplanting Corporate Values and Ethical Culture -- Introduction -- Understanding Culture and Its Impact -- Definition of Culture -- The Culture Operating System -- Leading With the Vision -- Defining Values and Behaviours -- Developing a Solid People Program -- Immersive Culture Programs -- Managing Culture -- 2. Review People's Performance and on Core Values Too -- 3. Quarterly State of the Company Review -- 4. Use the Organisation's Fundamentals as a Correctional Tool 5. Orientation/Integration or Immersion -- Practices for Virtual Teams -- Conclusion -- References -- Chapter 6: Responsible Management in Covid Pandemic Times: The Case of James Cubitt Facility Managers -- Introduction -- Challenges During and Post Covid-19 -- Principled Entrepreneurship -- Entrepreneurial Skills -- Clear Organisational Structure -- Strong Organisational Culture -- Effective Communication -- Conclusion -- Chapter Summary -- References -- Part 2-Leading the Way While Staying Strong -- Chapter 7: Triaging and Managing Covid - Inequities and Ethical Decision‐Making -- Introduction -- Deconstructing Ethical Principles of Triaging -- Early Experiences of Covid‐19 Public Health Response -- Covid‐19 Triage Guidelines -- Prioritising HCWs with Covid‐19 -- Support for Triage Staff -- Governance Mechanisms for Triaging -- Recommendations -- Conclusion -- References -- Chapter 8: An Intersectional Analysis of Health Inequalities and Vulnerabilities During the Covid-19 Pandemic -- 1. Introduction -- 2. Intersectional Approach -- 3. An Intersectional Analysis Concerning COVID-19 Pandemic -- 4. Recommendation -- 5. Conclusions -- References -- Chapter 9: Ensuring the Health and Safety of Employees at the Risk of Intimate Partner Violence While Working from Home: New Insights Gained During the Covid-19 Pandemic -- Introduction -- Working at Home and the Risk of Exposure to IPV -- Existing Guidelines for Addressing IPV in Workplaces and Their Application in Work from Home Instances -- IPV Must Be Acknowledged as an Area of Responsibility with Clearly Defined Policies and Strategies Put in Place -- Team and Collaborative Approach Are Necessary Components for Identifying and Responding to IPV -- Information and Training -- Conclusion -- References Chapter 10: Unpacking Opportunities and Challenges for Responsible Healthcare: Nigeria's Covid-19 Experience -- Introduction -- Healthcare Indicators, System Constraints and Responses -- Theoretical Framework -- Healthcare Governance, Structure and Delivery in Nigeria -- The Demand and Supply of Healthcare Services in Nigeria -- Impacts of Covid-19 on the Pillars of Healthcare Service Delivery in Nigeria -- Pre-Covid-19 Healthcare Funding in Nigeria -- The Impact of Covid-19 on Healthcare Service Delivery in Nigeria -- Positive Impacts of Covid-19 on the Nigerian Healthcare Sector -- Strategy to Recover the Nigerian Healthcare Sector -- Conclusion -- Recommendation -- References -- Chapter 11: Community Health Structures and the Covid-19 Response in Low-Resource Settings: The that Case of Village Health Teams -- Introduction -- Complex Adaptive Systems Theory and Health Care Delivery -- VHTs and Healthcare Intervention -- Policy Framework for Community Health Care in Uganda -- Services of CHWs/VHTs in Covid-19 Intervention -- Methodology -- Data Collection -- Data Management and Analysis -- Inductive Data Analysis -- Ethical Considerations -- Findings -- Discussion -- VHTs and Information Provision -- Challenges Encountered in VHT Line of Duty -- Factors That Help to Drive the Commitment Levels of the VHT Volunteers Despite Material and Financial Constraints -- Conclusion -- Practical, Theoretical and Policy Implications -- References -- Chapter 12: The Covid-19 Pandemic and the Future of Work: Developing Resilient People and Upskilling -- Introduction -- The Nature of Work and the Challenges of Covid-19 Pandemic -- The Future of Work, and Emerging Work Models -- Work, Workforce and Workspace and Employees' Efficiency -- Empowering Employees for Productivity and Growth for Future Opportunities -- Delegation and Building Trust Building Resilience for the Future of Work -- Upskilling Workforce of the Future -- Conclusion -- References -- Chapter 13: The Business of Health and the Health of Business: Principles and Virtues Post Pandemic -- Introduction -- Medical Ethics Now and for the Future -- Challenges to Ethics in Pandemic Times - Insights from and Beyond the Chapters -- The Importance of Responsible Management of New Work Modes -- The Need to Reassess Values -- New Challenges, Especially for Women -- Implications of Remote Working, Lockdowns and other Pandemic Experiences -- Virtues for Businesses and Health Organisations -- Conclusion: Values Activated into Virtues Make Responsible Leaders -- Bibliography -- Index |
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| dewey-hundreds | 600 - Technology (Applied sciences) |
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| dewey-raw | 658 |
| dewey-search | 658 |
| dewey-sort | 3658 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| edition | 1st ed |
| format | Electronic eBook |
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Conclusions -- References -- Chapter 9: Ensuring the Health and Safety of Employees at the Risk of Intimate Partner Violence While Working from Home: New Insights Gained During the Covid-19 Pandemic -- Introduction -- Working at Home and the Risk of Exposure to IPV -- Existing Guidelines for Addressing IPV in Workplaces and Their Application in Work from Home Instances -- IPV Must Be Acknowledged as an Area of Responsibility with Clearly Defined Policies and Strategies Put in Place -- Team and Collaborative Approach Are Necessary Components for Identifying and Responding to IPV -- Information and Training -- Conclusion -- References</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Chapter 10: Unpacking Opportunities and Challenges for Responsible Healthcare: Nigeria's Covid-19 Experience -- Introduction -- Healthcare Indicators, System Constraints and Responses -- Theoretical Framework -- Healthcare Governance, Structure and Delivery in Nigeria -- The Demand and Supply of Healthcare Services in Nigeria -- Impacts of Covid-19 on the Pillars of Healthcare Service Delivery in Nigeria -- Pre-Covid-19 Healthcare Funding in Nigeria -- The Impact of Covid-19 on Healthcare Service Delivery in Nigeria -- Positive Impacts of Covid-19 on the Nigerian Healthcare Sector -- Strategy to Recover the Nigerian Healthcare Sector -- Conclusion -- Recommendation -- References -- Chapter 11: Community Health Structures and the Covid-19 Response in Low-Resource Settings: The that Case of Village Health Teams -- Introduction -- Complex Adaptive Systems Theory and Health Care Delivery -- VHTs and Healthcare Intervention -- Policy Framework for Community Health Care in Uganda -- Services of CHWs/VHTs in Covid-19 Intervention -- Methodology -- Data Collection -- Data Management and Analysis -- Inductive Data Analysis -- Ethical Considerations -- Findings -- Discussion -- VHTs and Information Provision -- Challenges Encountered in VHT Line of Duty -- Factors That Help to Drive the Commitment Levels of the VHT Volunteers Despite Material and Financial Constraints -- Conclusion -- Practical, Theoretical and Policy Implications -- References -- Chapter 12: The Covid-19 Pandemic and the Future of Work: Developing Resilient People and Upskilling -- Introduction -- The Nature of Work and the Challenges of Covid-19 Pandemic -- The Future of Work, and Emerging Work Models -- Work, Workforce and Workspace and Employees' Efficiency -- Empowering Employees for Productivity and Growth for Future Opportunities -- Delegation and Building Trust</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Building Resilience for the Future of Work -- Upskilling Workforce of the Future -- Conclusion -- References -- Chapter 13: The Business of Health and the Health of Business: Principles and Virtues Post Pandemic -- Introduction -- Medical Ethics Now and for the Future -- Challenges to Ethics in Pandemic Times - 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Values for Post Pandemic Sustainability, Volume 2</subfield><subfield code="d">Bingley : Emerald Publishing Limited,c2023</subfield><subfield code="z">9781802627244</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">ZDB-30-PQE</subfield></datafield><datafield tag="943" ind1="1" ind2=" "><subfield code="a">oai:aleph.bib-bvb.de:BVB01-035213922</subfield></datafield><datafield tag="966" ind1="e" ind2=" "><subfield code="u">https://ebookcentral.proquest.com/lib/hwr/detail.action?docID=7174803</subfield><subfield code="l">DE-2070s</subfield><subfield code="p">ZDB-30-PQE</subfield><subfield code="q">HWR_PDA_PQE</subfield><subfield code="x">Aggregator</subfield><subfield code="3">Volltext</subfield></datafield></record></collection> |
| id | DE-604.BV049874464 |
| illustrated | Not Illustrated |
| indexdate | 2024-12-20T20:24:18Z |
| institution | BVB |
| isbn | 9781802627237 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-035213922 |
| oclc_num | 1369669925 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (221 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2023 |
| publishDateSearch | 2023 |
| publishDateSort | 2023 |
| publisher | Emerald Publishing Limited |
| record_format | marc |
| spelling | Ogunyemi, Kemi Verfasser aut Responsible Management of Shifts in Work Modes - Values for Post Pandemic Sustainability, Volume 2 1st ed Bingley Emerald Publishing Limited 2023 ©2023 1 Online-Ressource (221 Seiten) txt rdacontent c rdamedia cr rdacarrier Description based on publisher supplied metadata and other sources Intro -- Half Title Page -- Title Page -- Copyright Page -- Dedication -- Contents -- List of Figures and Tables -- About the Contributors -- Foreword -- Chapter 1: Responsible Leadership for the New Normal: Ensuring Fairness in Business and Health -- Introduction -- The Book's Chapters -- Handling Stakeholder Fairness Tensions - Interspersed with Narrated Experiences -- Employees -- Customers -- Society -- Environment -- Shareholders -- Creditors -- A Synopsis of the Healthcare System in Non-Pandemic Times -- Health-Business Intersections During a Pandemic -- Leading the Way -- Conclusion -- Bibliography -- Part 1-Leading the Way -- Chapter 2: Ethical Leadership in Time of Crises: Implications for Small Business Leaders -- Introduction -- Review of Literature -- Ethical Leadership -- Theoretical Underpinning -- Theoretical Implications -- Managerial Implications for Ethical Leadership During Crisis -- Conclusions -- Limitations and Future Research -- References -- Chapter 3: New Normal and Old Wisdom: Converging CEO and Academic Perspectives for Responsible Management Education and Leadership -- Introduction -- Methodology -- Distilling Wisdom From the Perspectives of Arianna Huffington -- The 2014 Interview -- Arianna's Reflections on the 'New Normal' -- Critiques and Opportunity for Business Schools -- Business Schools Can Lead in the Integration of Sustainability in Their Purpose and Practice -- Relevance of the Spiritual Dimension its Significance to Business Schools and Organisations -- Proposing a Holistic View in Comparison With a Traditional View of Business Education -- Conclusion -- References -- Chapter 4: Corporate Governance in a Post-pandemic World -- 1. Introduction -- 2. Understanding Corporate Governance -- 3. Elements of Corporate Governance -- a. Ownership: -- b. Board Oversight: -- c. Stakeholder Management: d. Management Alignment: -- e. Disclosure and Transparency: -- f. Risk Management: -- 4. Understanding an Organisation's Stakeholders -- a. Shareholders (Investors): -- b. Directors: -- c. Employees: -- d. Clients: -- e. Suppliers: -- f. The Community: -- g. The Government: -- 5. Differentiating Governance and Management -- 6. The Benefits of Good Governance Practices -- 7. Corporate Governance Lessons from the Pandemic -- a. Innovation Strategy: -- b. Employee Engagement: -- c. Supply Chain Management: -- Obstacles to Adopting Governance Practices -- d. Box-ticking: -- e. Imbalance in Stakeholder Interest Management: -- f. Significant Time and Resource Commitment: -- g. A Pervasive Culture Focused on the Outcome, Not the Process -- h. Inability to Connect Governance to the Bottom-line: -- i. Key Man Risk: -- 8. Corporate Governance as a Resilience-Building Tool for Future-Ready Businesses -- 9.1 Elements of Business Resilience -- a. Institutional Resilience: -- b. Technology Resilience: -- c. Financial Resilience: -- d. Organisational Resilience: -- e. Reputational Resilience: -- f. Operational Resilience: -- 9. Recommendations for Stronger Governance -- b. Stronger Communication Methods: -- c. Prioritising Business Continuity: -- d. Leveraging Technology: -- 10. Conclusion -- References -- Chapter 5: People Management in Fluid Workspaces: Transplanting Corporate Values and Ethical Culture -- Introduction -- Understanding Culture and Its Impact -- Definition of Culture -- The Culture Operating System -- Leading With the Vision -- Defining Values and Behaviours -- Developing a Solid People Program -- Immersive Culture Programs -- Managing Culture -- 2. Review People's Performance and on Core Values Too -- 3. Quarterly State of the Company Review -- 4. Use the Organisation's Fundamentals as a Correctional Tool 5. Orientation/Integration or Immersion -- Practices for Virtual Teams -- Conclusion -- References -- Chapter 6: Responsible Management in Covid Pandemic Times: The Case of James Cubitt Facility Managers -- Introduction -- Challenges During and Post Covid-19 -- Principled Entrepreneurship -- Entrepreneurial Skills -- Clear Organisational Structure -- Strong Organisational Culture -- Effective Communication -- Conclusion -- Chapter Summary -- References -- Part 2-Leading the Way While Staying Strong -- Chapter 7: Triaging and Managing Covid - Inequities and Ethical Decision‐Making -- Introduction -- Deconstructing Ethical Principles of Triaging -- Early Experiences of Covid‐19 Public Health Response -- Covid‐19 Triage Guidelines -- Prioritising HCWs with Covid‐19 -- Support for Triage Staff -- Governance Mechanisms for Triaging -- Recommendations -- Conclusion -- References -- Chapter 8: An Intersectional Analysis of Health Inequalities and Vulnerabilities During the Covid-19 Pandemic -- 1. Introduction -- 2. Intersectional Approach -- 3. An Intersectional Analysis Concerning COVID-19 Pandemic -- 4. Recommendation -- 5. Conclusions -- References -- Chapter 9: Ensuring the Health and Safety of Employees at the Risk of Intimate Partner Violence While Working from Home: New Insights Gained During the Covid-19 Pandemic -- Introduction -- Working at Home and the Risk of Exposure to IPV -- Existing Guidelines for Addressing IPV in Workplaces and Their Application in Work from Home Instances -- IPV Must Be Acknowledged as an Area of Responsibility with Clearly Defined Policies and Strategies Put in Place -- Team and Collaborative Approach Are Necessary Components for Identifying and Responding to IPV -- Information and Training -- Conclusion -- References Chapter 10: Unpacking Opportunities and Challenges for Responsible Healthcare: Nigeria's Covid-19 Experience -- Introduction -- Healthcare Indicators, System Constraints and Responses -- Theoretical Framework -- Healthcare Governance, Structure and Delivery in Nigeria -- The Demand and Supply of Healthcare Services in Nigeria -- Impacts of Covid-19 on the Pillars of Healthcare Service Delivery in Nigeria -- Pre-Covid-19 Healthcare Funding in Nigeria -- The Impact of Covid-19 on Healthcare Service Delivery in Nigeria -- Positive Impacts of Covid-19 on the Nigerian Healthcare Sector -- Strategy to Recover the Nigerian Healthcare Sector -- Conclusion -- Recommendation -- References -- Chapter 11: Community Health Structures and the Covid-19 Response in Low-Resource Settings: The that Case of Village Health Teams -- Introduction -- Complex Adaptive Systems Theory and Health Care Delivery -- VHTs and Healthcare Intervention -- Policy Framework for Community Health Care in Uganda -- Services of CHWs/VHTs in Covid-19 Intervention -- Methodology -- Data Collection -- Data Management and Analysis -- Inductive Data Analysis -- Ethical Considerations -- Findings -- Discussion -- VHTs and Information Provision -- Challenges Encountered in VHT Line of Duty -- Factors That Help to Drive the Commitment Levels of the VHT Volunteers Despite Material and Financial Constraints -- Conclusion -- Practical, Theoretical and Policy Implications -- References -- Chapter 12: The Covid-19 Pandemic and the Future of Work: Developing Resilient People and Upskilling -- Introduction -- The Nature of Work and the Challenges of Covid-19 Pandemic -- The Future of Work, and Emerging Work Models -- Work, Workforce and Workspace and Employees' Efficiency -- Empowering Employees for Productivity and Growth for Future Opportunities -- Delegation and Building Trust Building Resilience for the Future of Work -- Upskilling Workforce of the Future -- Conclusion -- References -- Chapter 13: The Business of Health and the Health of Business: Principles and Virtues Post Pandemic -- Introduction -- Medical Ethics Now and for the Future -- Challenges to Ethics in Pandemic Times - Insights from and Beyond the Chapters -- The Importance of Responsible Management of New Work Modes -- The Need to Reassess Values -- New Challenges, Especially for Women -- Implications of Remote Working, Lockdowns and other Pandemic Experiences -- Virtues for Businesses and Health Organisations -- Conclusion: Values Activated into Virtues Make Responsible Leaders -- Bibliography -- Index Responsible Management of Shifts in Work Modes - Values for Post Pandemic Sustainability, Volume 2explores ethical leadership, people management, resilience, and the management of consequences for business and healthcare systems Flexible work arrangements Management Onaga, Adaora I. Sonstige oth Erscheint auch als Druck-Ausgabe Ogunyemi, Kemi Responsible Management of Shifts in Work Modes - Values for Post Pandemic Sustainability, Volume 2 Bingley : Emerald Publishing Limited,c2023 9781802627244 |
| spellingShingle | Ogunyemi, Kemi Responsible Management of Shifts in Work Modes - Values for Post Pandemic Sustainability, Volume 2 Intro -- Half Title Page -- Title Page -- Copyright Page -- Dedication -- Contents -- List of Figures and Tables -- About the Contributors -- Foreword -- Chapter 1: Responsible Leadership for the New Normal: Ensuring Fairness in Business and Health -- Introduction -- The Book's Chapters -- Handling Stakeholder Fairness Tensions - Interspersed with Narrated Experiences -- Employees -- Customers -- Society -- Environment -- Shareholders -- Creditors -- A Synopsis of the Healthcare System in Non-Pandemic Times -- Health-Business Intersections During a Pandemic -- Leading the Way -- Conclusion -- Bibliography -- Part 1-Leading the Way -- Chapter 2: Ethical Leadership in Time of Crises: Implications for Small Business Leaders -- Introduction -- Review of Literature -- Ethical Leadership -- Theoretical Underpinning -- Theoretical Implications -- Managerial Implications for Ethical Leadership During Crisis -- Conclusions -- Limitations and Future Research -- References -- Chapter 3: New Normal and Old Wisdom: Converging CEO and Academic Perspectives for Responsible Management Education and Leadership -- Introduction -- Methodology -- Distilling Wisdom From the Perspectives of Arianna Huffington -- The 2014 Interview -- Arianna's Reflections on the 'New Normal' -- Critiques and Opportunity for Business Schools -- Business Schools Can Lead in the Integration of Sustainability in Their Purpose and Practice -- Relevance of the Spiritual Dimension its Significance to Business Schools and Organisations -- Proposing a Holistic View in Comparison With a Traditional View of Business Education -- Conclusion -- References -- Chapter 4: Corporate Governance in a Post-pandemic World -- 1. Introduction -- 2. Understanding Corporate Governance -- 3. Elements of Corporate Governance -- a. Ownership: -- b. Board Oversight: -- c. Stakeholder Management: d. Management Alignment: -- e. Disclosure and Transparency: -- f. Risk Management: -- 4. Understanding an Organisation's Stakeholders -- a. Shareholders (Investors): -- b. Directors: -- c. Employees: -- d. Clients: -- e. Suppliers: -- f. The Community: -- g. The Government: -- 5. Differentiating Governance and Management -- 6. The Benefits of Good Governance Practices -- 7. Corporate Governance Lessons from the Pandemic -- a. Innovation Strategy: -- b. Employee Engagement: -- c. Supply Chain Management: -- Obstacles to Adopting Governance Practices -- d. Box-ticking: -- e. Imbalance in Stakeholder Interest Management: -- f. Significant Time and Resource Commitment: -- g. A Pervasive Culture Focused on the Outcome, Not the Process -- h. Inability to Connect Governance to the Bottom-line: -- i. Key Man Risk: -- 8. Corporate Governance as a Resilience-Building Tool for Future-Ready Businesses -- 9.1 Elements of Business Resilience -- a. Institutional Resilience: -- b. Technology Resilience: -- c. Financial Resilience: -- d. Organisational Resilience: -- e. Reputational Resilience: -- f. Operational Resilience: -- 9. Recommendations for Stronger Governance -- b. Stronger Communication Methods: -- c. Prioritising Business Continuity: -- d. Leveraging Technology: -- 10. Conclusion -- References -- Chapter 5: People Management in Fluid Workspaces: Transplanting Corporate Values and Ethical Culture -- Introduction -- Understanding Culture and Its Impact -- Definition of Culture -- The Culture Operating System -- Leading With the Vision -- Defining Values and Behaviours -- Developing a Solid People Program -- Immersive Culture Programs -- Managing Culture -- 2. Review People's Performance and on Core Values Too -- 3. Quarterly State of the Company Review -- 4. Use the Organisation's Fundamentals as a Correctional Tool 5. Orientation/Integration or Immersion -- Practices for Virtual Teams -- Conclusion -- References -- Chapter 6: Responsible Management in Covid Pandemic Times: The Case of James Cubitt Facility Managers -- Introduction -- Challenges During and Post Covid-19 -- Principled Entrepreneurship -- Entrepreneurial Skills -- Clear Organisational Structure -- Strong Organisational Culture -- Effective Communication -- Conclusion -- Chapter Summary -- References -- Part 2-Leading the Way While Staying Strong -- Chapter 7: Triaging and Managing Covid - Inequities and Ethical Decision‐Making -- Introduction -- Deconstructing Ethical Principles of Triaging -- Early Experiences of Covid‐19 Public Health Response -- Covid‐19 Triage Guidelines -- Prioritising HCWs with Covid‐19 -- Support for Triage Staff -- Governance Mechanisms for Triaging -- Recommendations -- Conclusion -- References -- Chapter 8: An Intersectional Analysis of Health Inequalities and Vulnerabilities During the Covid-19 Pandemic -- 1. Introduction -- 2. Intersectional Approach -- 3. An Intersectional Analysis Concerning COVID-19 Pandemic -- 4. Recommendation -- 5. Conclusions -- References -- Chapter 9: Ensuring the Health and Safety of Employees at the Risk of Intimate Partner Violence While Working from Home: New Insights Gained During the Covid-19 Pandemic -- Introduction -- Working at Home and the Risk of Exposure to IPV -- Existing Guidelines for Addressing IPV in Workplaces and Their Application in Work from Home Instances -- IPV Must Be Acknowledged as an Area of Responsibility with Clearly Defined Policies and Strategies Put in Place -- Team and Collaborative Approach Are Necessary Components for Identifying and Responding to IPV -- Information and Training -- Conclusion -- References Chapter 10: Unpacking Opportunities and Challenges for Responsible Healthcare: Nigeria's Covid-19 Experience -- Introduction -- Healthcare Indicators, System Constraints and Responses -- Theoretical Framework -- Healthcare Governance, Structure and Delivery in Nigeria -- The Demand and Supply of Healthcare Services in Nigeria -- Impacts of Covid-19 on the Pillars of Healthcare Service Delivery in Nigeria -- Pre-Covid-19 Healthcare Funding in Nigeria -- The Impact of Covid-19 on Healthcare Service Delivery in Nigeria -- Positive Impacts of Covid-19 on the Nigerian Healthcare Sector -- Strategy to Recover the Nigerian Healthcare Sector -- Conclusion -- Recommendation -- References -- Chapter 11: Community Health Structures and the Covid-19 Response in Low-Resource Settings: The that Case of Village Health Teams -- Introduction -- Complex Adaptive Systems Theory and Health Care Delivery -- VHTs and Healthcare Intervention -- Policy Framework for Community Health Care in Uganda -- Services of CHWs/VHTs in Covid-19 Intervention -- Methodology -- Data Collection -- Data Management and Analysis -- Inductive Data Analysis -- Ethical Considerations -- Findings -- Discussion -- VHTs and Information Provision -- Challenges Encountered in VHT Line of Duty -- Factors That Help to Drive the Commitment Levels of the VHT Volunteers Despite Material and Financial Constraints -- Conclusion -- Practical, Theoretical and Policy Implications -- References -- Chapter 12: The Covid-19 Pandemic and the Future of Work: Developing Resilient People and Upskilling -- Introduction -- The Nature of Work and the Challenges of Covid-19 Pandemic -- The Future of Work, and Emerging Work Models -- Work, Workforce and Workspace and Employees' Efficiency -- Empowering Employees for Productivity and Growth for Future Opportunities -- Delegation and Building Trust Building Resilience for the Future of Work -- Upskilling Workforce of the Future -- Conclusion -- References -- Chapter 13: The Business of Health and the Health of Business: Principles and Virtues Post Pandemic -- Introduction -- Medical Ethics Now and for the Future -- Challenges to Ethics in Pandemic Times - Insights from and Beyond the Chapters -- The Importance of Responsible Management of New Work Modes -- The Need to Reassess Values -- New Challenges, Especially for Women -- Implications of Remote Working, Lockdowns and other Pandemic Experiences -- Virtues for Businesses and Health Organisations -- Conclusion: Values Activated into Virtues Make Responsible Leaders -- Bibliography -- Index Flexible work arrangements Management |
| title | Responsible Management of Shifts in Work Modes - Values for Post Pandemic Sustainability, Volume 2 |
| title_auth | Responsible Management of Shifts in Work Modes - Values for Post Pandemic Sustainability, Volume 2 |
| title_exact_search | Responsible Management of Shifts in Work Modes - Values for Post Pandemic Sustainability, Volume 2 |
| title_full | Responsible Management of Shifts in Work Modes - Values for Post Pandemic Sustainability, Volume 2 |
| title_fullStr | Responsible Management of Shifts in Work Modes - Values for Post Pandemic Sustainability, Volume 2 |
| title_full_unstemmed | Responsible Management of Shifts in Work Modes - Values for Post Pandemic Sustainability, Volume 2 |
| title_short | Responsible Management of Shifts in Work Modes - Values for Post Pandemic Sustainability, Volume 2 |
| title_sort | responsible management of shifts in work modes values for post pandemic sustainability volume 2 |
| topic | Flexible work arrangements Management |
| topic_facet | Flexible work arrangements Management |
| work_keys_str_mv | AT ogunyemikemi responsiblemanagementofshiftsinworkmodesvaluesforpostpandemicsustainabilityvolume2 AT onagaadaorai responsiblemanagementofshiftsinworkmodesvaluesforpostpandemicsustainabilityvolume2 |