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The Context: What’s Not Changing

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Abstract

Despite the upheavals that are impacting companies globally, some fundamental organizational and human behavior basics have endured over the years: all organizations are made up of the building blocks of structure, rewards, and processes; and certain human behaviors seem hard-wired (e.g., relying on emotion or instinct as the first screen, feeling more self-confident than reality justifies). Henson asserts that there are a small number of universal people management principles that good managers use: treating employees fairly and with respect, creating a positive and motivating environment, building self-confidence, setting high standards and expectations, and building collaboration and teamwork. However, the practices associated with implementing these principles invariably differ by culture.

Keywords

Social Cognition Transformational Leadership Power Distance Psychological Contract High Social Status 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

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Copyright information

© The Author(s) 2016

Authors and Affiliations

  1. 1.Rutgers Business SchoolNewarkUSA

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