Organizational Management in Post Pandemic Crisis

Description

This book presents the tools and policies necessary to undertake with success post-pandemic crisis. The chapters focus on topics of interest such as the challenges in economic and business sectors around the world, economic and business recession, unemployment, increased market uncertainty, more demanding suppliers and costumer orders, production interruptions, internal organizational and structural demands, among others.   Preface Contents About the Authors The Effects of the COVID-19 ‘Lockdown’ on Teaching and Engagement in UK Business Schools 1 Introduction 2 Theoretical Background and Hypotheses Development 2.1 Experience and Perceptions of On-line Teaching and Marking 2.2 The Role of Work Engagement 3 Methods 3.1 Data and Sample 3.2 Measures 4 Results 4.1 Descriptive Findings 4.2 Analysis 5 Concluding Discussion References Management Conception Challenges in the Post-COVID-19 Era and the Stra.Tech.Man Analysis 1 Introduction 2 The Central ‘conceptual Traditions’ in Management and the  Underlying Problematics of Change 2.1 Classical Foundations of Management and Their Limitations 2.2 The Foundations of the Critique Towards the Classical Management Perspective 3 Towards the Post-COVID-19 Management Era 4 Counterproposal: Change Management and Innovation in ‘Stra.Tech.Man’ Terms (Strategy-Technology-Management Synthesis) References Reinventing the Workplace: The Adoption of Telework in Post-COVID Times 1 Introduction 1.1 Creation of an Organizational Context That Fosters Telework 1.2 Making the Situation Comfortable for Everyone 1.3 Adapting to Each Specific Situation with the Development of a Mixed Model 2 Conclusions References Emotional Intelligence and the Impact of the Covid-19 Pandemic on Pharmaceutical Professionals—An Exploratory Study 1 Introduction 2 Literature Review 2.1 Emotional Intelligence 2.2 Emotional Intelligence and Its Relevance in an Organizational Context 2.3 The Importance of Leadership and Communication for Trust in an Organizational Environment 2.4 Human Resource Management and the Pandemic Reality 2.5 Community Pharmacies Versus Covid-19 3 Research Method 4 The impact the Covid-19 Pandemic Had on Pharmaceutical Professionals 4.1 Community Pharmacies and Their Way of Functioning in the Covid-19 Pandemic 4.2 Community Pharmacies: Communication, Trust and Leadership 4.3 Community Pharmacies, Emotional Intelligence and Covid-19 Pandemic 5 Conclusion References The Impact of Covid-19 on the Onboarding of SIE: The Human Resources Professional and the New Employee Vision 1 Introduction 2 Theoretical Framework 2.1 Self-Initiated Expatriation (SIE) 3 SIE Onboarding 4 Methodology 4.1 Study Questions 4.2 Data Collection Tool 4.3 Characterization of the Population and Selected Sample 4.4 Structure of the Questionnaire Survey 5 Results Analysis 5.1 Survey A—Administered to Human Resources Professionals 5.2 Survey B—Conducted to Foreign Professionals (SIEs) 6 Discussion of the Results Obtained 7 Main Conclusions, Recommendations and Limitations to the Study References Post Pandemic: A Proposed Theoretical Model for Realistic Expectations of Leadership and Management 1 Introduction 2 Theoretical Background 2.1 Great Man Leadership 2.2 Authentic Leadership 3 The Hidden Side of the Leader 4 Emotional Triggers 5 Managing Groups 6 Theoretical Model 7 Conclusions 8 Implications References Green Human Resource Management: A New Model of Human Resource Management in the Aftermath of the Pandemic 1 Introduction 2 Environmental Capital 3 Corporate Experiences and Actions on Environmental Practices 4 The Impact of Environmental Capital on Human Resource Management 5 Green Human Resource Management: An Effective Tool 5.1 Design and Analysis of Green Jobs 5.2 Green Human Resource Planning 5.3 Green Recruitment 5.4 Green Selection 5.5 Green Socialisation 5.6 Green Performance Evaluation 5.7 Green Training and Development 5.8 Green Rewards Management 5.9 Green Health and Safety Management 5.10 Ecological Management of Employee Discipline 5.11 Green Labour Relations 6 Conclusions 7 Self-Assessment Exercises Bibliography Human Resource Management Reconfiguration Post-COVID Crisis 1 Introduction 2 Impact of Pandemic on Business Operations 3 Shutdowns, Sales Decline and Bankruptcies 4 Workplace Changes: Work/Business Models, and Employees 5 Employees: Emotional Well-Being, and Motivation 6 Why Dynamic Capabilities Matter? 7 HRM Reconfiguration Post-COVID Crisis 8 Organisation Crisis Management 9 Hiring 10 Technology Training 11 Well-being Management 12 Employment Relations 13 Performance Review 14 Conclusion References Impacts of the Covid-19 Pandemic on Human Resources Management: A Comparative Study of Brazil and Portugal 1 Introduction 2 Literature Review 2.1 The Evolution of HRM: Some Theoretical Considerations 2.2 The Covid-19 Pandemic and Crisis Management in Organizations 2.3 Reactions in Crisis Situations 3 Methodology and Research Method 4 Impacts of the Covid-19 Pandemic on Human Resources Management 4.1 How have the Effects of the Covid-19 Pandemic Altered Some HRM Practices in Companies in Portugal and Brazil? 5 Conclusion References Index