Category Archives: Authors R-Z

ADR authors listed by last name R-Z

Authors R-Z, Teams & Leaders

A New Era of Time Management – By Sheri Staak

At work, time isn’t always on our side—especially in this new era where advanced technology, changing office environments, and differing attitudes about the way we do business has dramatically altered the landscape of the workplace. The days of sequestering yourself behind closed doors and telling your secretary to “hold all calls” are long gone, as is the ability to be “off the clock.” Today, technology has made everyone reachable at all times. Even if you’re not answering calls, you’re expected to be reading your texts and checking your email on a regular basis.

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Authors R-Z, Race & Ethnicity, Social Issues

Do you laugh at stereotypes? – By Julia Wai-Yin So, PhD

Do you recall the last time you heard a casual remark about the stereotype of one particular racial/ethnic group? These are not blatant racist jokes, but stereotypical comments such as:

“White men can’t jump.”
“Latinos are lazy.”
“Blacks are better runners.”
“Natives are drunks.”
“Asians can’t drive.”

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Authors R-Z, Teams & Leaders

Toxic Employees, Toxic Workplaces- By Mauricio Velásquez

Toxic employees are trying to “take over” and create toxic workplaces. As a diversity trainer, sexual harassment prevention trainer, consultant, executive coach, and expert witness, for twenty five years now, so much of my work points to one emerging phenomenon – toxic employees, toxic workplaces, are on the rise!

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Authors R-Z, Race & Ethnicity, Social Issues

Imagine All the People – By Yvor Stoakley

Close your eyes. Imagine that you are the average white American in the early 21st Century. You can visualize yourself as president of your country (or country club). You can see yourself as the object of widespread adulation for winning an Oscar or Olympic gold. You have no difficulty picturing yourself as a graduate of Stanford or Harvard or Duke, as an inventor, as a diplomat or a thousand and one other achievements. But when you focus your mind on your fellow Americans of African or Asian or Native or Latin heritage, what do you imagine then? What images spring to mind?

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Authors R-Z, Generational, UTC Interns

Generation Y Moves In — by A. K. Ward

“I am a Generation Y. ” This statement seems harmless enough, until you find yourself planted in a room full of baby boomers fed up with the millennials, the whiney, egocentric, group of fickle youngsters filing into the newly unstructured world of work. We are the facebookers, the job-hoppers, the demanders and questioners who want a raise NOW with a company car and a key to the executive washroom. Never mind that we’ve only been working for two months. True, the Y generation may be a bit spoiled and tend to expect rewards somewhat prematurely, but we do have a few good traits that could encourage you to work with generation differences.

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Around the world, Authors R-Z

African Cultural Differences — by Pascale Sztum

Many African leaders have used the term ‘We Africans’ in their speeches and statements. Subsequently, many researches and works based on findings in one African society have been deemed to be relevant elsewhere in Africa. For example there are books on African organizations, on the African management style, on African values…Those pieces of work are never based on empirical studies covering the entire continent.

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Authors R-Z, Social Issues, USA Culture

By All Means, Ask What You Can Do For Your Country — by Yvor Stoakley

A high school classmate of mine recently posted a notice on a Facebook webpage to which we both subscribe about the passing of her younger brother, Peter. Peter, as it turned out was a veteran of the U.S. Coast Guard. After serving for four years he attended college as a radio broadcast major. He graduated as valedictorian of his class and became involved in the administration of his college alma mater for thirty years, many of those years spent in financial services as the bursar. His sister and his colleagues noted that he always had a special concern for those who had given service to their country in the armed forces. “Peter really felt that it was not just his job or the college’s job,” remarked one of his colleagues in her reflections on his life, “but the job of all of us really, to make sure that veterans are taken care of when they come back.”

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Authors R-Z, Commerce, Of Women, Teams & Leaders

The Business Case for Gender Diversity — by Caroline Turner

Most people don’t change, or willingly go along with change, because the change is “the right thing to do.” They do it if there is an important reason to change. Businesses don’t change their corporate cultures so that they retain women because doing so is nice for women. They do it if there is a compelling business reason to do so. The bottom line reasons to achieve gender diversity in leadership are exactly that—compelling.

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Authors R-Z, Of Women

Why Women Leave Jobs at a Higher Rate than Men – by Caroline Turner

Women leave their jobs at a higher rate than men. This is confirmed by data from the Bureau of Labor and by private research. There are three reasons business leaders need to understand why women leave. All are reasons to engage women so they’ll stay:
1. Turnover has a significant cost—estimates range between 50 and 200% of annual salary (plus negative impact on morale and performance).
2. Fully half of the total workforce and of the hiring pool (more than half of the educated hiring pool) is female—so the group at greatest risk of leaving is large.
3. Gender diversity in leadership has been correlated with higher returns (see studies by Catalyst and McKinsey); if you are losing women, you are probably losing the upside of gender diversity.

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Around the world, Authors R-Z, Commerce, Teams & Leaders

The golden rule across cultures – by Dr. Jessica Wildman

The globalization of organizations is an undeniably reality. Businesses and governments are working together to solve problems too big and too complex for any one country. Unfortunately, a quick glance through the recent news headlines points to a critical roadblock in the path to successful international collaboration: a severe lack of trust across organizational and national borders. Trust is one of the basic building blocks of successful collaboration.

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